Afi36 2618

- expectations, standards, and opportunities for growth for all Airmen, regardless of rank or specialty - accomplished through enlisted force structure and force development

- elements: education, training, and experience - institutional competencies: leadership, management, and readiness qualities

PROVIDE - common language - set of priorities - proficiency expectation based on rank, experience, and position

DESCRIBES - what makes us Airmen, not just functional specialists - Airmen first, specialties last

- commitment to a culture of pride and professionalism by all Airmen - reflects Airmen committed to Air Force family values, motivated by the Airmen's Creed, Warrior Ethos - inspired by our heritage and is built upon the core values

enlisted force structure, force development, and institutional competencies

Integrity First, Service Before Self, & Excellence in All We Do

PROVIDES - framework that best meets mission requirements - framework for supervisors as they set standards for feedback sessions and annual reports

DEVELOPS - institutional/operational competencies

DEFINES - leadership levels, tiers, ranks, roles, terms of address, general responsibilities, duty titles, and special positions for enlisted

1.) Tactical Expertise 2.) Operational Competence 3.) Strategic Vision

- emphasize a different mix of qualities and experience - the level an Airmen operates at determines the intuitional competencies required

* mainly direct and face to face, focused on personal competencies - Airmen gain a general understanding of team and organizational leadership - gain training, education, and experience to become primary techs and specialists

- master core duty skills & develop experiences in applying those skills - begin to obtain knowledge and experience of leadership qualities - focus on honing leadership and followership abilities, influencing peers, while developing warrior ethos

Accomplishing the mission as effectively as possible using available personnel and resources.

- full term spectrum of institutional competencies balanced across the operational competence level - transition from specialists to leaders, understand AF capabilities - foster collaborative relationships leading teams, inspiring others, taking care of people, and taking advantage of diversity

- broader Air Force perspective and integration of diverse people and capabilities - apply understanding of organizational and team dynamics

the major command or headquarters AF levels

- highly developed personal/team intuitional competencies to apply broad organizational competencies - develop a deep understanding of AF capabilities and how Airmen achieve synergistic results and desired effects with operational capabilities

- joint, multinational, and interagency relationships - focuses on the effects an Airmen can have across a major command, theater, or the AF DoD

each correlates leadership, manageable responsibilities, increased levels of education/training, and experience increasing level proficiency level higher than the tier before

1.) Junior enlisted Airmen 2.) Noncommissioned Officer (NCO) 3.) Senior Noncommissioned Officer (SNCO)

mission accomplishment

Enlisted Career Path Pyramid

* AB, Amn, A1C, SrA FOCUS - adapt to the req of military profession - achieve occupational proficiency - highly productive members of the AF

PREPARE - increased responsibility - introduced to the institutional competencies and continue to broaden their technical skills

* primarily adapting to req of military profession - acquiring knowledge of customs and courtesies - AF standards - achieve occupational proficiency work under close supervision

abbreviation- AB term of address- Airmen basic or Airman

* Still learning and adapting tomilitary profession - expected to understand and conform to military customs & courtesies - Airmen begin to show occupational proficiency at basic tasks still req significant supervison and support

Abr- Amn term of address- Airman

* fully comply to AF standards - five level - devote time to increasing their skills in their career fields and the military profession continued supervision is essential to occupational and professional growth

* skilled technicians and trainers - begin developing supervisory and leadership through progressive responsibility - serve as first line supervisors after completion of ALS - mentoring

Abr- SrA term of address- Senior Airman, Airman

* staff sgt and tech sgt > continue occupational growth and become expert technicians > develop as leaders, supervisors, managers, and mentors - keep themselves and subordinates trained, qualified, and ready to deploy - begin to understand and internalize institutional competencies in preparation for increased responsibilities

* highly skilled techs with supervisory and training responsibilities - earn 7 level - strive for development as techs, supervisors, and leaders - responsible for subordinates development and effective accomplishment

Abr- SSgt term of address- Staff sergeant or Sergeant

* organization's technical experts - strive for development as techs, supervisors, leaders, and mentors

Abr- TSgt term of address- Technical sergeant or Sergeant

* MSgt, SMSgt, and CMSgt - serve as leaders in the profession of arms - advise, supervise, mentor, to further grow and develop junior enlisted Airmen & NCOs under them - great deal of leadership experience used to leverage resources and personnel

technical, operational, and organizational issues

first line supervisors to leaders of operational competence

responsibilities and requires a broad perspective and greater leadership and management skills

merging subordinates' talents, skills, and resources, with other teams' functions

associate degree or higher to make SMSgt

Abr- MSgt Term of address- Master sergeant or sergeant

> operational leaders skilled at merging teams' talents, skills, and resources with other organizations - obtain 9-skill level - must complete SNCO academy before making CMSgt

Abr- SMSgt Term of address- Senior, Sergeant, or Senior Master Sergeant

highest enlisted rank and hold strategic leadership positions with tremendous influence at all levels of the AF

> develop personal leadership and management skills to prepare for ever increasing positions of responsibilities - strongly influence professional development of company grade officers

operational and occupational experience & strong influential skills to their organizations and assigned tasks

charged with mentoring and developing junior enlisted personnel

Chief Leadership Course

Abr- CMSgt Term of address- Chief or chief master sergeant

Combatant Command Senior Enlisted Leader , Command Chief Master Sergeant, Group Superintendents, Functional and Career Field Managers, and Professional Military Education Commandants

foster professional military culture by ensuring supervisors, wingmen, and enlisted AF each do their part

ensure assigned enlisted members comply with standards explained and correct them

Understand guidance and assist all AF members in understating/explaining them

- demonstrate an understanding of what it means to be an Airmen - competencies are earned through education, training, and experience - Accept core values & complete all duties - show military bearing and exhibit excellent dress and appearance - detect and correct behavior of themselves or others

AF Doctrine Document 1-1

Leadership and Force Development

resilience by mastering social, physical, mental, and spiritual domain of Comprehensive Airmen Fitness

- s/s of depression and suicide - be ready to accomplish the mission physically, socially, and spiritually

- lead and develop subordinates - have authority to use lawful orders to complete tasks in Article 92 of the UCMJ - increase knowledge and resilience of airmen through mentorship, education/training, and experience

- social, physical, mental, and spiritual readiness - if senior in grade, accept responsibility as a leader - actively lead and supervise subordinates

date of rank, total active federal military service date, pay date, and date of birth

- guide, train, and instruct so airmen are mission ready - remain aware of individual and group dynamics - provide feedback and counseling on performances - complete and develop their careers through education and leadership courses

- epitomize excellence, professionalism, pride/competence, and serve as role models for all Airmen - translate leaders' direction into specific tasks and responsibility - help leaders make informed decisions

- secure/promote military and professional enhancement courses for themselves and subordinates - cultivate leadership skills - support officer and civilian professional development by sharing knowledge and experience - ensure money and resources are used in the best interest of the AF

AF policy directive-1, Air Force Culture

- a quick understanding of a person's role and level of responsibility - assigned based on scope of responsibility and duties being performed

- used for junior enlisted Airmen and NCOs who are first-line supervisors - must be at least SrA, ALS graduate, and supervise the works of others

- in charge of a work center or element - used for primary duty is unit wide program or function management

- in charge of at least two subordinate work centers or elements - typically SNCOs

- NCOs and SNCOs enlisted leaders of a flight - usually SNCOs

- used for SNCOs in charge of a squadron or wing level functions - typically CMSgt, rarely SMSgts (Squadron or below)

- used for NCOs and SNCOs who are program, project, and policy managers

- used for CMSgts who are program, project, or policy managers

1.) Chief Master Sergeant of the AF 2.) Command Chief Master Sergeant/Senior Enlisted Leader 3.) Major Command Functional Manager 4.) Group Superintendent 5.) Commandant 6.) Enlisted Engagement Manager/International Affairs 7.) Enlisted Legislative Fellows 8.) Command Chief Master Sergeant Executive Assistant 9.) Defense Attache 10.) Inspections Superintendent 11.) Language and Culture Advisor 12.) Enlisted Aide 13.) Protocol Specialist 14.) Unit Deployment Manager 15.) Missile Facility Manager 16.) Courier 17.) Technical Training Instructor 18.) Air Force Career Field Manager

senior enlisted leader of the AF, takes precedence over all enlisted members

- provider leadership and communicates with the force - serves on boards and committees and voices for Airmen - testifies for congress, represents AF to the public

Chief of Staff AF, Secretary of the AF, Chairman of Joint Chiefs of Staff, and Secretary of Defense

- senior enlisted leader in wing - provides general supervision to the command's enlisted force - responsible for advising commanders and staff on mission effectiveness, professional development, etc.

functional manager for group superintendents and first sergeants in their organization

- typically CMSgts at headquarters - responsible for organizing one or more enlisted career fields

- SNCOs manage designed career fields - Serve as major command liaisons for the AFCFM - regularly visit major command oversee health and wellness - elevate concerns to the AFCFM

- provide leadership, management, and supervision of the organization's enlisted - provides guidance on organizing, equipping, training, and mobilizing the group to meet home station and mission requirements - assist and advise selection of nominations for promotions and positions - work closely with sq superintendents, first sergeants to over see readiness, morale, and quality of life

- assigned at ALS, NCO academy, SNCO academy, Professional Education Center, First Sergeant academy, and Chief Leadership Course - implement policies, procedures, and directives related to the accomplishment of the course - coordinate visits of high ranking leadership

- plan, coordinate, and conduct enlisted engagements with partner nations on behalf of the Secretary of the AF and internal affairs

- SNCOs that receive instruction and hands on experience on Capitol Hill through congress - write and develop research for potential legislative issues of immediate or ongoing concern to the AF and nation - assigned to Legislative Liaison, Office of Secretary of the AF

- serves in US embassies in countries around the world - manage and maintain Defense Commissioned Officer budget and fiscal data - maintain Defense Attache information files

- provides feedback, support, and assistance to the IG and the Director of Inspections - advise on all activities related to Inspections Systems

- key advisors and consultants to commanders and supervisors on issues pertaining to foreign language and regional culture - prepare written reports, briefs, and summaries on specific requirements - serve as interpreter/translator as required

- performs tasks and details that if performed by general or flag officers, would be at expense of the officer's primary military and official duties - assisting with care, cleanliness, and order of assigned quarters, uniforms, social functions, etc.

- provide expertise and support for all protocol matters at the installation, wing, Numbered AF, Major Command, and Headquarter Levels

- principal advisor to the organization commander on all issues related to deployment readiness and execution - implement and execute commander-directed deployment actions for assigned personnel - general supervision over assigned squadron personnel in all matters related to deployment readiness and execution

- supervise daily management at the missile alert facility - perform routine inspections and emergency operation protocol

- safeguard and deliver armed forces courier service material - provide adequate protection for material from receipt through delivery or to storage - maintain constant surveillance over material in custody on the courier route

- provide initial skills training and education for their AF specialty - technical experts, work closely with AFCFM to award 3rd level position

1.) Academy Military Training Noncommissioned Officer 2.) Airman Dorm Leader (ADL) 3.) Airman and Family Readiness Center Noncommissioned Officer 4.) United States AF Honor Guard 5.) Career Assistance Advisor 6.) First Sergeant 7.) Military Training Instructor 8.) Military Training Leader 9.) Professional Military Education Instructor 10.) Recruiter

- lead, mentor, instruct, develop, and supervise at the US AF Academy - principle advisor to Cadet Squadron Commander on all issues relating to the cadets

- full time manager at the AF unaccompanied housing facilities - responsible for daily operations, mentoring and assisting airmen with their adjustment in military life

principle military advisors on matters regarding readiness, resilience, and deployment of Airmen and their families

- represent the AF at ceremonies where protocol or custom dictate using an honor guard or military escort - symbolize the USAF to American and foreign dignitaries at public ceremonies

- serve at wing level - responsible for managing Career Assistance Advisors and FTAC programs - advice airmen on career profession

- dedicated focal point for all readiness, health, morale, welfare, and quality of life issues - advise commander and CCMSgt - ensure equitable and effective discipline and the highest esprit de corps (pride/loyality)

- responsible for shaping newly enlisted trainees into Airmen ready to serve the AF - exhibit the highest levels of professional behavior, military bearing, respect for authority, and dress and appearance - train on dorm set up, drill, and other training subjects

- supervise all non-prior service Airmen during technical training - evaluate standards of conduct, performance, military bearing, and discipline while scheduling

- use informal lectures, case studies, teaching interviews, guided discussions - plan, organize, and direct at ALS, NCO/SNCO Academy, and Chief Leadership Course

- first Airman many civilians meet - represent the AF across America - responsible for interviewing, screening, testing, and evaluating applicants though civilian sources

the force structures

Our force structures and institutional competencies that are rooted in our core values

* 3 distinct separate tiers - progression through each tier comes with increased levels of leadership and managerial responsibilities - focus of each tier is developing the appropriate tactical, operational, and strategic competencies with the assoc rank and position

0-1 thru 0-3

0-4 thru 0-6

0-7 thru 0-10

Force Development

Air Force Culture

Total Force Development and Management

Accommodation of Religious Preferences

Air Force Standards

Commander's Responsibilities

Publications and Forms Management

Suicide Prevention Program

Sexual Assault Prevention and Response (SAPR) Program

Fitness Program

Management of Records

Institutional Competency Development and Management

Military Equal Opportunity Program