ROBINS AIR FORCE BASE, Ga. --
Reserve Citizen Airmen:
As I reflect on the past year serving as your command chief, I can’t help but to think about all of the challenges we have faced together. By far, this has been one of the most challenging periods of my military career. Through good days and bad, I’ve learned more about myself as a leader and as a person while gaining a greater appreciation for our global contribution. Most importantly, I’m captivated by the resiliency of our Reserve Citizen Airmen.
Lt. Gen. Scobee and I are consistently awed by what you bring to the table, and even more so during these difficult times. With challenges ranging from significant budgetary constraints, to natural disasters, civil unrest and a pandemic, it seems like we just can’t catch a break. We have persevered despite these challenges, and together, we will continue to push through any obstacles standing in our way.
In an effort to enhance our strategic priorities, I identified three lines of effort to focus on: comprehensive readiness, deliberate talent management and enhancing organizational trust.
With these efforts in mind, the boss and I laid in 10 full-time AGR command chief positions, primarily at host installations across the command. This created a deliberate command team leadership path for all enlisted Airmen, regardless of duty status. Our concurrent initiative for having full-time chaplains at our host installations and full-time AGR first sergeants at every wing or equivalent is in the works and should be finalized soon. These two initiatives increase our comprehensive readiness by employing mission-focused Airmen, while providing Airmen with 24/7 enlisted leadership support and the representation they deserve.
A few changes have already made a big impact within our ranks. These include revamping the hiring process for key staff and command chief positions, Senior Leader Career Management System use amongst our Reserve chiefs, and most recently, the incorporation of MyVector for development team boards. These changes reduce redundancy, give time back to Airmen, and increase efficiencies for our hiring and boarding processes. In addition, these changes directly impact our talent management decisions by giving Airmen more control over their careers. I’m excited for the changes still yet to come.
I would be remiss if I didn’t mention the extraordinary strides that our Professional Development Center has made this past year. The PDC team raised the bar, not only for the Reserve, but for the Air Force as a whole. I am constantly amazed by their professionalism and out-of-the-box thinking. They eliminated the Chief Orientation Course backlog of more than 270 Airmen, redesigned the Senior NCO Leadership Course curriculum, and most importantly, transferred all offerings to a virtual, online experience, adapting to the new COVID environment. The leadership competencies the PDC provides directly enhance our organizational trust and allow us to educate, retain, equip and support tomorrow’s leaders today.
Even on a bad day, I am proud to be a Reserve Citizen Airmen. I am proud to work alongside the very best men and women this country has to offer, and as always, I am proud to be your command chief. ■