An enlisted perspective Published July 17, 2009 By Master Sgt Andrew Cathey Tinker Top Three TINKER AIR FORCE BASE, Okla., -- In an effort to mentor future generations of enlisted members, Master Sgt. Andrew Cathey of the Tinker Top Three is conducting a series of interviews with Tinker's command chief master sergeants speaking on significant issues for Airmen. The following are excerpts from 72nd Air Base Wing Command Chief Master Sgt. Eric Harmon. Q. How long have you been in the USAF? A. 26 ½ years. I joined in August 1982. Q. How has the Air Force changed since you were an Airman? For instance, what practices were common place that are no longer performed? Which ones do you feel should come back? Which new ones have you seen come on line that have really made a positive impact? A. One thing that has changed is our ability to get together. "Back in the day," the supervisor made time to get together with their flight in an informal setting to bond and work out issues early. It provided supervisors the means to mentor their subordinates in a non-threatening and relaxed atmosphere. Unfortunately, that doesn't happen anymore. Back then, the flight would get together, shut down the section on a Friday afternoon, and have a BBQ. It built camaraderie. There were intramural sports events between squadrons that fostered competitive organizational pride. It was highly supported; however, those kinds of get-togethers have waned. It is important for our young airmen to have the opportunity to fellowship. When I came in, personal interaction was big to get our issues resolved. Now, we rely heavily on technology. There is a cost for technology; you lose that human interaction...that human touch. Not only that, since we grew so dependent on technology, when it fails due to power failure or glitches, work often stops. Technology is great for doing things faster, or storing more information, but it comes with a price. It decreases human interaction. A great transformational change that came online was the PT uniform. I like having a PT uniform so everyone looks the same. It creates uniformity from an organizational perspective, and it brings us together. It builds camaraderie while we stay fit, and it is a great opportunity for bonding. Q. In today's Air Force how does an up and coming NCO gain credibility with subordinates and bosses, achieve modest recognition, and establish the right provisions to get promoted? A. First, they should know their job, be well trained, be motivated, and strive to grow personally and professionally, which includes off duty education, professional development, or certification in their career field. They should also get involved in professional organizations like AFSA, AFA, etc. Getting involved in community is also important. As you grow into a Senior NCO, you need to know more about human relations, management, and leadership. Get practice early as it builds credibility. Airmen will do a lot for you if they know you care. Give them your time. Train them properly. Spend time with them outside a formal setting to build a strong professional relationship. Also, don't be afraid to push them a little bit. Stretch them to their limits. Then recognize and reward them. Use positive feedback. Recognize your member's gifts and talents. Let them know when they are doing a great job. It doesn't cost anything to let someone know you care, and this helps to build credibility with your subordinates. One way for subordinates to demonstrate initiative is by showing supervisors they are ready for increased responsibility and opportunity. They should be self-starters and not wait for things to come to them. Taking the initiative shows they care about what they do, and it builds credibility with their supervisor. They should be professional, adhere to standards, and commit to the principles and ideals we swore to support. They must demonstrate and show commitment to core values in their work and talk. Q. What advice would you offer a new airman to bolster their spirit, and diminish any doubts they may have about making the Air Force a career? (Doubts about perceived unfairness, loss of civilian freedom, starting a family) A. Have the member be part of the Air Force experience...camaraderie, fellowship, esprit-de-corps, etc. They should know they are a valued member of a team assembled together for a common purpose. They should know they are participating in something larger than themselves. This is an experience that makes us unique and special. They should attend events that foster our military traditions, such as dining-ins, dining-outs, recognition and promotion ceremonies. They should give thoughtful comparison to other organizations outside the military. What other organizations provide this kind of connectivity? Few can claim they do. We have the privilege of protecting the freedoms of people globally with uncommon pride. If they take a look at the benefits the Air Force offers, they wouldn't find it anywhere else. What the military pays verses what the civilian sector pays may not always be comparable, but when the entitlements and benefits are attributed, the military has the advantage. There is a lot of turbulence in the economy today. The military offers security and stability. By staying in for a predetermined amount of years you maximize your investment and set yourself up for a great quality of life for the present and retirement. If you look at the transformation of the civilian sector, benefits and retirements are not promised. With buyouts, downsizing, and bankruptcies everywhere it's easy to see why the Air Force is the obvious choice." Q. What paramount issue do you feel affects today's enlisted above all else? How do you feel this issue is best resolved? A. There are two issues here...finances and relationships. Many people don't have the commitment levels as they did in the past. Serving in the military is a great challenge. It requires a significant level of commitment. Members who are in relationships have to work much harder to maintain a balance in their personal lives and their service. Communication is very important today between members, their mate, and their leadership. They have to be able to communicate in a way with their mates so they understand the challenges and can to work through them. In the past we didn't deploy a lot. Back then it was all about being ready. While there were those in professions that did deploy, the majority didn't. Now...we've been involved in conflict for over 18 years. That puts a huge strain on our members and their family's relationships. On finance Before credit was king. Now, credit is bankruptcy. Now cash is king. Also, not many of us have much cash to enjoy the quality of life we are used to. It has forced us to get our ambition under control. This is why more than ever our members need to focus on their dimensions of wellness and work to keep them balanced. To resolve their issues, they need to realize when to seek help. The Air Force has financial counselors, chaplains, family advocacy, mental health services, supervisors, and first sergeants who can help. Ultimately, they are free to seek out who they feel is appropriate to facilitate their situation. But they should seek help early before things get too far out of control. Simply enough, informal forums help a great deal to ease situations. Straight talk with supervisors in informal settings like BBQs, the club, or other relaxing forums really helped me. Also for the supervisors out there...they should be ready, willing, and able to mentor their subordinates. To sum things up...Air Force members need to take control for self and commit to getting a balance in their lives. Identify areas of weakness in their lives and seek the appropriate agencies for assistance. The Air Force has all the resources available; all we have to do is use them. Put ego and pride aside and take care of you--take control of self