mentally and physically,” Wright said. “T is ensures they’re fully prepared when called to support or lead in the joint force,” Wright said. To do this, he wants to ensure Airmen remain focused
on the Air Force’s mission. “Our mission is to fl y, fi ght and win in air, space and cyber,” he said. “We don’t win without preparation and we won’t win without training.” Wright has also highlighted leadership—ensuring Air-
men are ready to lead—as one of his key focuses. He says this encompasses developing the next generation of enlisted leaders. “We need to ensure we have the right Airmen, with
the right skill sets and the right attitudes, in the right place at the right time,” he said. In order to do this, he plans to work with senior leaders and subject matter experts to delib- erately develop, track and present joint enlisted leaders to the joint force, with respect to each member’s education, training and experience. “Leadership for me centers on helping us become better at talent management. To get there, we must start our talent management processes sooner. Master sergeant promotion boards and commanders identify top performers and high potential NCOs,” Wright said. “We need to capitalize on that and deliberately track these Airmen.” He said to tie his focus on leadership and training
together, the Air Force needs to look for ways to align EPME with Air Force Chief of Staff David L. Goldfein’s priority of
revitalizing squadrons. Wright believes the Air Force needs a well-trained, motivated, professional enlisted corps to maximize squadron commander’s eff ectiveness and revitalize squadrons as places where warfi ghting excellence is fostered. “Airmen have spoken and we’re listening,” Wright said.
“T ey have been clear that they want professional education and development, but they don’t believe the way the current content is being delivered—especially through the existing distance learning framework—is developing them in ways they value or fi nd meaningful. We’re keeping that feedback in the forefront of our minds as we move forward developing courses of action.” Wright said he looks forward to working with career fi eld
managers, functional experts, senior leaders and the A1 com- munity to get this right. With most career fi elds using the vectoring process, he said the Air Force Personnel Center should be intertwined as much as possible to ensure Airmen get where they need to be with the relevant EPME they need to be successful. To truly fi ght for Airmen, he said he needs to hear directly
from them regarding their needs. He plans to continue to travel and speak directly with Airmen to get their feedback. “I’m all about access,” he said. “I want to be very open and accessible.” It’s important to hear honest thoughts from enlisted
Airmen, he said—even if those thoughts might make those Airmen’s leaders uncomfortable.
CMSAF Wright visits Whiteman Air Force Base, Mo., for an all-call where he spoke with hundreds of Airmen conveying his strategic messages on March 17, 2017. Wright took questions from a dozen Airmen ranging from policy to quality of life. (USAF photo by Tech Sgt. Andy M. Kin)
AFSA • SPRING 2017 15
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