Positive actions included zero tolerance for the use of


drugs in the Force, and better education and discipline. Our Airmen Professional Military Education focused on improv- ing leadership, racial relationships, accepting the expanding role of women in our Force and more. Te Community College of the Air Force coupled with off-duty education at 100 percent tuition assistance also contributed greatly to the growing professionalism within our enlisted ranks. Unques- tionably, the improvements that were made in the Force during the ’80s, into the ’90s and throughout my career, have made me very proud to be an Airman. In so many measures, the Airmen today are better than we were in the past, and I look forward to seeing the continuing opportunities and growth of our Airmen and Air Force in the future.


CMSAF #15 Rod McKinley— I left the Air Force as a senior airman to become an assistant manager of a restaurant. I never took the time to really think about the impact of leaving and what it would do for me and my family. I didn’t really think about the value of all of the benefits. Four and a half years later, in 1982, I rejoined in order to support my family again like I did before leaving. When re-enlisting, I took whatever job they had with a simple philosophy: to do the best job I can and to treat people with respect to help them do the best job they can. Tings have worked out since then and I am very lucky and grateful. My advice to you: Don’t be like stupid Senior Airman McKinley. Don’t get out without doing your homework.


CMSAF #16 Jim Roy— How do we become the change? You, as a frontline supervisor— which, I think, is the most important position in the United States Air Force and one of the most challenging positions—are the motivat- ing factor for your people. As a leader, you need to know your people professionally and personally. You need to understand them and their goals, their families and more. You need to take the time to get to know them more deeply than most people do. And then you must be an example of integrity and service for them. I am very fortunate to have had great


supervisors who helped me define and understand what it is to have a set of core values and a dynamic work ethic. Tey believed in me and pushed me to do well, and at times pushed me to do even more. At the end of the day, I knew they had my best interests in mind. As a first-line supervisor, that is what you need to do for your people.


CMSAF #8 Sam Parish — How do we motivate young Airmen? It has to start with you. You can’t be a motivator unless you are motivated. At any position in your career you must find the motivation to succeed. And for the frontline leaders—staff sergeants—you need to help your Airmen; not by telling them what to do, but by showing them what to do and why they are doing it. You need to walk with them, beside them so they can learn hands-on. After you do that for a while, you’ll gain their trust and you’ll find that they begin to do things before you even tell them, as they will understand why and how it needs to be done. If you develop this motivation within yourself and show it to them, that’s the greatest role that leadership can play in success.


CMSAF #8 Sam Parish — How do you feel about political correctness in today’s Air Force? Take the “political” out of it. To me correctness is, if asked a question you tell people what they need to hear, not what they want to hear. Always answer truthfully, honestly and to the best of your knowledge as your answer may put someone’s life in jeopardy. If necessary, at that moment take the tail-chewing or even get thrown out of the office. But as long as you answer honestly for the right reason—and that reason does not include the word “I”—then you’ve done the right thing.


CMSAF #14 Gerald Murray offers advice to Airmen during the AFSA meet and greet. AFSA • WINTER 2017 17


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