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  • Creating high performance through job satisfaction

    Do you like your job? Do your Airmen like their jobs? If you answered no, why? How you answer those questions can say a lot about your organization. Believe it or not, you can create a better workplace for your Airmen.At the bare basics, think about what people need and want from a job. Abraham Maslow’s book “A Theory of Human Motivation,” tells us
  • What is a first sergeant?

    As a first sergeant in the United States Air Force, I get the distinct opportunity of helping our Airmen overcome challenges, and be better performers and wingmen because of it. When I first became a first sergeant, one of the things I noticed early on was the majority of the unit did not understand what a first sergeant truly does.Since then, I
  • Unleashing the innovative spirit of Airmen

    We’re taking the momentum of a renewed focus on innovation and beginning to squander its potential, making it “just the next thing.” While senior leaders continue to emphasize innovation, our Airmen are becoming frustrated with the pace of real progress and the disproportionate focus on innovation theater – i.e. exciting events that fail to deliver real capability.
  • Military service: more than just a job

    The U.S. military has a long and proud tradition; this tradition is captured within the Profession of Arms, executed through the Code of Conduct and lived through the respective services’ values. These values, although similar in many ways, differ in some respects. But what are the similarities and differences, and what drives them? And why do the armed forces need a code of ethics?
  • Lead people effectively not efficiently

    A good test of leadership is how your team reacts to a fire drill. In the moment of a crisis or exercise, will your team be professional or juvenile? How the team handles a drill or an exercise directly reflects on how well you prepared them.Throughout my career when conducting fire drills, I was instructed on my responsibility to get out of the
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