Is that what you’re teaching them? Published March 11, 2009 By Chief Master Sgt. Scott Lawrence 375th Communications Support Squadron SCOTT AIR FORCE BASE, Ill. -- When things didn't go exactly right, one of my favorite flight commanders would say to the senior NCO's, "Is that what you're teaching them?" Experiencing the Air Force as a supervisor today is much different than just ten years ago. Leadership, guidance and mentorship cannot be emphasized enough. Today's supervisor is leading in a difficult time of change. Chairman of the Joint Chiefs of Staff, Admiral Michael G. Mullen, recently stated, "Some of the change is happening so quickly we have no idea how (it) will end up." Everyone must deal with right-sizing the force, ops tempo, budget constraints, the media, world opinion, outsourcing and the virtual Air Force. "Forming," "sizing up," "configuring," "modeling" and "molding" the force requires supervisors to have knowledge in the areas of manning, budget and mission impact. They must assess who is left, what resources are available and how the mission can be sustained. They must then communicate these assessments both up and down the chain of command. Their actions and words are constantly on display. In the past, Air Force members received most information through commanders, first sergeants and supervisors. Not so today; the Internet and email has changed all that. This is why supervisors need to keep the face-to-face and mentorship opportunities in the forefront. Military members can get information at the click of a mouse, but do they understand the information communicated to them? Supervisors and mentors may need to explain why some changes are taking place. Members also need to know that individual actions can impact service-wide changes. For instance, there were a few cases of military members dying on active duty that had incorrect information in their records. This resulted in benefit entitlements received by people possibly not intended by the deceased to receive, such as ex-spouses receiving death gratuity and life insurance instead of current spouses. There was also the case of a mother and ex-spouse disagreeing in dispersal and burial of remains concerning a soldier killed in Iraq. These incidents drove changes to the emergency data forms. Now each member must designate a person to handle dispersal of remains and the added option of splitting death gratuity payment. In addition, wills and power-of-attorneys should be discussed. Supervisors need to inform subordinates on dealing with media, the Internet and general statements to the public. Things said by any military or DoD employee can be taken by some as official "policy". Blogs and Internet postings can be forwarded in an instant. Along with communication, individual actions can have negative results. If you are in a foreign country, members' actions and behaviors are magnified by the host nation population. These observations will create their perceptions of not only you, but of all Americans. Supervisors must be the constant reminder for subordinates on a myriad of issues, policies and current events. Communicating through a virtual world via e-mail, Internet and web-based tools saves time and manpower, but cannot replace the human value of the supervisor, first sergeant and commander. They are still needed to help guide and mentor on uniform wear, physical training, performance, education and so on. Supervisors still need to "know" their people to aide in identifying and seeking assistance for possible abuse, hardships or suicide risk. The Air Force Benefits Fact Sheet and feedback worksheets are useful tools in helping supervisors mentor, educate and guide subordinates. With the rapid changes and smaller force, the supervisor and mentor play a significant role in the continued success of Air Power. Vince Lombardi once said, "They call it coaching but it is teaching. You don't just tell them...you show them the reasons."