How can we better mentor our junior personnel?

Lt Col Private RallyPoint Member — Fri, 03 Jul 2015 19:44:57 -0400

Response by MSgt Private RallyPoint Member made Jul 3 at 2015 7:57 PM

MSgt Private RallyPoint Member — Fri, 03 Jul 2015 19:57:39 -0400

The first thing that needs to happen is for folks to stop forcing themselves on others as a mentor or even worse.....having mentorship programs in which individuals are assigned as mentor.

A mentor must be sought out by the individual being mentored the relationship cannot start in any other way.

The most important thing us "mentors" can do is realize the just because we are the command chief, first shirt, sq sup, sec NCOIC, etc.....we may not be the right mentor for everyone.....and if/when we identify someone in need of assistance/guidance that is not responding to us we need to help them to find someone to whom they can respond and have this type of relationship.

Response by SSG Izzy Abbass made Jul 3 at 2015 7:58 PM

SSG Izzy Abbass — Fri, 03 Jul 2015 19:58:03 -0400

Thank you for asking a real question rather than something that is somewhat sensationalist and inflammatory.

I think mentoring is the perfect term as that what's needed, mentoring. Good leaders serve as role models and find time to include junior personnel in the planning phases when possible. Two way communication can be extremely effective and can increase mission success.

Response by SrA Private RallyPoint Member made Jul 3 at 2015 7:59 PM

SrA Private RallyPoint Member — Fri, 03 Jul 2015 19:59:03 -0400

In my humble opinion we need to show them that we care and there is not an invisible line that separates NCO's and SNCO's from the Junior Enlisted. We need to help people and we need to be there to help people when they need help. We need to provide leadership and there needs to be a system that allows safe reporting of those in leadership who do not lead.

It might be taboo to say but during my 4 years (and still today because I keep in touch) my office had one of the lowest morale rates polled on base. We had the correct leadership but none of them we're being leaders. It was terrible. By the time I had left we already had several of the junior enlisted come and going from Mental health and another than actually tried suicide.

The problem with the Air Force as I see it, as someone who just left, and was a junior member, is the division of the Junior Members and the NCO's. What happened to that old mantra: one team, one fight? That's where we need to emphasize. We need teamwork, comaderie, and we need all levels of the Force to care about each other.

Another story real quick for that last point about all levels caring about each other. I respected no person in my chain of command more than our Chief, the hospital administrator, who went out of his way to shake your hand when he saw you regardless of how much he outranked you, went out of his duties to ensure the airman in the dorms complied with regluation but also had a safe and working living space, and the man you could go speak to at anytime for any reason...even if it was just to say hello and talk about the weather. He was a former MTI, scary as hell if angered, as friendly as can be if acting as a mentor or even as a fellow airman. If we had leaders like that we'd be perfect.

Response by CPT Private RallyPoint Member made Jul 3 at 2015 8:00 PM

CPT Private RallyPoint Member — Fri, 03 Jul 2015 20:00:18 -0400

I have dealt with this recently. I would say that you have to be engaged and make time to mentor your junior personnel. It shouldn't be viewed as a burden. It should be a time that planned and well thought out. Not just a second thought.

Response by MAJ Ken Landgren made Jul 3 at 2015 8:12 PM

MAJ Ken Landgren — Fri, 03 Jul 2015 20:12:05 -0400

Senior officers have greater depth and width of experience. It would be beneficial if the senior gives advice and guidance as he/sees the world differently.

Response by Sgt Aaron Kennedy, MS made Jul 3 at 2015 8:32 PM

Sgt Aaron Kennedy, MS — Fri, 03 Jul 2015 20:32:27 -0400

Realize mentoring is not a straight 1:1 ratio. It's not a singular relationship.

When I was a young troop, I had DOZENS of mentors, from the guys in my shop, to the company clerk, to the Adj to the SgtMaj to the Chaplain, and that's not including all the other NCOs which I have forgotten since then.

Some mentoring sessions were 15-60 minutes. Some were years. I remember talking to a Recon Gunny out at my first CAX. He took few minutes and explained how radio signals "stretched" during sunset, and he was stirring up some field spaghetti. I couldn't tell you his name to save my life now, but I remember that.

Response by CAPT Private RallyPoint Member made Jul 3 at 2015 9:36 PM

CAPT Private RallyPoint Member — Fri, 03 Jul 2015 21:36:45 -0400

Provide inspirational leadership. People want to be led by someone who inspires them to be greater than they thought they could be. They want to be part of a team with merit, one that is excellence embodied and going places without having to rah-rah them into compliance. Inspire them! And make time to listen, understand, and respond. They don't always want to be taught. But the teaching moments are there, and that's when you need your salty experience to show them the way without being condescending. Be Yoda, not Vader.

Response by SMSgt LaWanna Viers made Jul 3 at 2015 10:36 PM

SMSgt LaWanna Viers — Fri, 03 Jul 2015 22:36:26 -0400

First, find a person who truly embodies the mentor spirit, one who enjoys helping others. Pair them with junior enlisted members that desire more from their military career/experience than just going through the motion. Second, ensure that the mentor is focused soley on what the mentee desires to accomplish, then hold them accountable in a positive way. Lastly, follow-up with the mentee periodically to see if they feel that your partnership is moving them toward their desired outcome. Mentors should be willing to listen, not push their agenda on the mentee and check with the mentee to be sure they are satisfied with your guidance.

Response by SMSgt Private RallyPoint Member made Jul 3 at 2015 10:45 PM

SMSgt Private RallyPoint Member — Fri, 03 Jul 2015 22:45:13 -0400

Very good question indeed. Until people begin to treat each other with respect this will be a difficult task. Gone are the days of do as I say and not as I do. Also gone are the days of blind followership. Certain careerfields still need the airmen that can take orders and react in a quick manner, but most airmen in garrison do not. First you must get to know your people and find out what makes them tick. I know they teach this in PME, but I am always surprised when I meet NCOs and SNCOs that don't care and the Airmen can tell. Every generation of Airmen have come in being treated like they are stupid. These kids coming in now are smart, but socially awkward and somtimes communication is not their strong suit. As leaders it is up to us to take the time to learn them and figure out how to get them to function. It is our fault that the enlisted force has degraded as much as it has. I have faith in the future. We didn't let the AF fail and neither will they.

Response by SFC Private RallyPoint Member made Jul 3 at 2015 10:53 PM

SFC Private RallyPoint Member — Fri, 03 Jul 2015 22:53:28 -0400

First, members must be excited to come to work. There must be an enjoyment daily.
Mentors must do their homework.
Care about People. Build juniors up.
We must stop using discouraging words.
Prepare self.
Encourage the unknown.
Be tough but, fair.
Initiate the 4 P's
Practice
Placing
Proper
Praise
Have fun and be the example. Great leaders make it look easy.

Response by TSgt Private RallyPoint Member made Jul 3 at 2015 11:22 PM

TSgt Private RallyPoint Member — Fri, 03 Jul 2015 23:22:21 -0400

The relationship between mentor & mentee has to be both genuine & strategic. I've been fortunate to have great mentors in my military & civilian life. Mentee's need to be mindful of the mentor's time and understand that mentors are not responsible for coming up with solutions to their professional & personal goals or problems. Good military mentor will see value/potential in protégés as people and not force rank as a dictatative tool to guide their protégés. Mentee's need to provide value to their mentors as well. Get to know them personally, suggest ways to help them and never, ever say "can I pick your brain?".

Here's a good article for mentor/mentee's: https://www.amtamassage.org/mentor/Ten-Tips-for-a-Successful-Mentor-Mentee-Relationship.html

Hope this helps!

Response by COL Charles Williams made Jul 4 at 2015 12:50 AM

COL Charles Williams — Sat, 04 Jul 2015 00:50:58 -0400

Lt Col Private RallyPoint Member ... by actually caring... walking the walk... not just talking the talk. Many leaders talk a good game... but many are also more concerned about themselves and their job, promotion, etc... Be a good leader and mentor means genuinely caring about your subordinate leaders and making it your mission to help them achieve their maximum potential. It is not about you, as you know, it about the team.

Response by 1LT William Clardy made Jul 4 at 2015 1:24 AM

1LT William Clardy — Sat, 04 Jul 2015 01:24:59 -0400

How to "better" mentor someone? There is no way to answer that -- some are not being mentored at all, while other are getting some of the finest mentoring possible, and then there is the vast majority somewhere between those extremes.

How to *best* mentor someone is answerable, and the requirements are simple: *you* have to *believe* that they can do things well, you have to show them how to do things well, and you have to inspire them to *want* to do things well. A failure on any of those three points means a wasted effort, and subordinates (or peers) who won't be all that they can be either because they don't know how they just don't care, or they have no hope of being more than they are already.

Response by Sgt Packy Flickinger made Jul 4 at 2015 3:35 AM

Sgt Packy Flickinger — Sat, 04 Jul 2015 03:35:21 -0400

Quit lying to them sir. Ive seen it many a time when my leaders lied directly to my face. My XO at Iwakuini lied to the whole squadron during Muster. Main reason I didnt reenlist. Cant trust or follow a liar.

Response by ENS Private RallyPoint Member made Jul 4 at 2015 6:57 AM

ENS Private RallyPoint Member — Sat, 04 Jul 2015 06:57:55 -0400

Engage us in basic conversation. Be transparent with orders and commands and be able to answer the whys when appropriate. Show appropriate respects and just treat us like the people we are.

You don't have to be our friend. I'm just looking for someone with sound judgement who will give me honest, candid, and useful advice for my career/life when I'm looking for a mentor. I need someone who will tell me what I NEED to hear, not what I WANT to hear, but can word it tactfully.

Response by 1LT Anthony DeToto made Jul 4 at 2015 7:20 AM

1LT Anthony DeToto — Sat, 04 Jul 2015 07:20:29 -0400

A suggestion I was given when I asked this question to a wise counselor of many in my profession was begin by setting some important ground rules. First discuss what mentoring is not:
parenting/eldering
coaching
befriending....

Secondly discuss what it is-
a relationship where both parties benefit, in which particularly at first, one party seems to clearly have more to offer yet it remains mutually beneficial.

There needs to be mutual respect, candor, thick skin and advice needs to be offered by putting the mentee interests first.

Response by SSgt Private RallyPoint Member made Jul 4 at 2015 9:17 AM

SSgt Private RallyPoint Member — Sat, 04 Jul 2015 09:17:48 -0400

We would have better leaders if we didn't involuntary separate them. Instead we are left with more managers than leaders. "PEOPLE are our greatest asset", its written in our PDG. The disconnection starts there. I've seen to many great mentors leave, and not by choice.

Response by CPT Private RallyPoint Member made Jul 4 at 2015 9:54 AM

CPT Private RallyPoint Member — Sat, 04 Jul 2015 09:54:39 -0400

I think people underestimate the value of the casual conversation. My best mentorship experiences all occurred at my first NTC rotation. I was brand new to my unit (had just arrived from BOLC), and I was pushed into a battle captain slot where I had no idea what I was doing. My OC, a Canadian colonel, spent a fair amount of time chewing my ass on day one, so day two, I made a new set of mistakes. After ENDEX, he pulled me aside and we talked about his experience running a TOC in Afghanistan. Over the next two weeks, the battalion XO and S3 both took time to talk to me about the best ways to battle track, about the command relationship between battalion and the companies (and most importantly, about how the staff is there to help the companies, not the other way around).

The thing about these conversations was, it wasn't a bunch of field grade officers sitting down and lecturing brand new 2LT Reese on how to be a good battle captain. It was someone with experience, talking one on one to someone who didn't have it about things that they had done or seen. Too often, mentorship looks like the battalion commander calling all of the lieutenants in once a month and giving a lecture on Army property management. Which is a fine topic, certainly, and something we should know, but it's impersonal and impractical to teach that way. The best lessons are the ones that come in those five minute lulls during field problems when the senior has time to grab a cup of coffee and shoot the shit with the junior. That's when we're most honest, most receptive, and most topical.

That said, I think junior personnel have an responsibility to seek opportunities for mentorship. Many of us don't, because (in my experience) no one wants to spend extra time talking to the boss, or the bosses boss, or the staff. We want to spend time with our guys, training, or getting the admin work done without anyone bothering us. It's too easy to forget that most of the people in charge have really done this before, and are doing things the way they are for a reason even when it doesn't make sense at our level. Real conversations are what remind junior personnel of those truths, and what helps them learn the lessons that follow from them.

Response by SSgt Brycen Shumway made Jul 4 at 2015 1:45 PM

SSgt Brycen Shumway — Sat, 04 Jul 2015 13:45:26 -0400

Just as every person is different. Every method for teaching someone on how to be a Mentor will be different. It will work best if the method suits the individual being mentored. This is where the Mentor must have good working knowledge of the person they are taking in under their wing. While it will have a flair that is unique to the Mentor, I really do feel it needs to be tailored to the individual being mentored.

Response by Lt Col Timothy Parker, DBA made Jul 4 at 2015 3:06 PM

Lt Col Timothy Parker, DBA — Sat, 04 Jul 2015 15:06:02 -0400

Mentor-ship is the responsibility of senior leaders - the commander and senior NCO's. In my view its a requirement of good leadership. I was effectively mentored by an E-7 when I was a 2Lt - I knew then to listen more than talk. That experience was the best mentoring I had, although I had few mentors since. Had I known to find a good mentor and sponsor as a company grade or field grade officer maybe I would have risen higher in my career - or not, who knows.

Response by MSgt Jim Wolverton made Jul 4 at 2015 3:41 PM

MSgt Jim Wolverton — Sat, 04 Jul 2015 15:41:50 -0400

Getting to know your troops and mentoring often times go hand in hand. I genuinely cared for the Airmen that worked for me, personally and professionally. One easy way I did this when I was at Spangdahlem was that I went to lunch with several NCOs every week at the German Kantine on base. It was pretty much an open invite and a standing appointment and it was a great way to just find out what was going on with them, their troops, and often times, the flight itself. It was a good time to hear what could be improved and to pass down info on what was going on with the unit and some things that needed to be fixed. Organized mentoring sessions didn't seem to work for my Airmen but an open door policy did, even if it was just to shoot the breeze sometimes. I think often times, leaders keep things too formal and stuffy and don't let their troops get comfortable enough to seek advice.

Response by LTC John Shaw made Jul 4 at 2015 3:57 PM

LTC John Shaw — Sat, 04 Jul 2015 15:57:55 -0400

Senior leadership must set aside meaningful time to mentor by deed and actions with and beside Senior NCO and junior officers.

Response by SSgt Scott Schwerman made Jul 4 at 2015 4:06 PM

SSgt Scott Schwerman — Sat, 04 Jul 2015 16:06:30 -0400

You really need to connect with your juniors on a personal level. When you do this they really start listening and paying attention. They finally feel like you give a crap about them and their career. Once you are connecting with on a personal level you finally see what their goals truly are and the root of their struggles. Once you know this you can really tailor how you mentor that certain member.

Response by LCpl Mark Lefler made Jul 4 at 2015 4:19 PM

LCpl Mark Lefler — Sat, 04 Jul 2015 16:19:28 -0400

Maybe it was the unit I was in supporting an MOS school, but mentoring just didnt happen, everything was reactionary, someone does something wrong, they get hammered otherwise it was business as usual, I struggled trying to understand what was wanted of me beyond generalities and there was a lot of contradiction between company level command and section level, there was a lot of contradictory information in general. While it was nice being in a unit that worked mon-friday 8-4, at times i wished i had been in a more organized place. sorry for rambling.

Response by MAJ Ken Landgren made Jul 4 at 2015 4:22 PM

MAJ Ken Landgren — Sat, 04 Jul 2015 16:22:47 -0400

I would suggest opening the line of communications, give guidance from your experience, be more than I am your boss and work for me, become the deep fighter, conduct OPDs for significant changes, and don't make them to fearful of telling the truth.

Response by SPC Allison Joy Cumming made Jul 4 at 2015 5:54 PM

SPC Allison Joy Cumming — Sat, 04 Jul 2015 17:54:07 -0400

Mentor/junior personnel is a very fine line. I have seen mentors act as if they have nothing to learn from new ideas junior personnel have to offer, instead of hearing out the ideas and pulling from their experience to discuss from experience rather than just disregard. I have also seen junior personnel move forward with shock and awe ideas, not pausing to think a mentor might be able to offer an opinion or a path less resistant.

For me it is all about being open to what ANY person has to say and being willing to explore new ideas while keeping within the rules and regulations on both sides of the relationship. I truly believe I have more to learn from every person I meet than I will ever know.

Response by GySgt John O'Donnell made Jul 4 at 2015 8:52 PM

GySgt John O'Donnell — Sat, 04 Jul 2015 20:52:20 -0400

First and foremost a leader must set the example by doing the right things, for the right reasons, at the right time. Secondly, say what you mean, and mean what you say.

Response by CPT Aaron Kletzing made Jul 4 at 2015 8:57 PM

CPT Aaron Kletzing — Sat, 04 Jul 2015 20:57:37 -0400

Lt Col Private RallyPoint Member -- Sir, great thread here. I would like to take a less common angle in my response, though I agree with much of what people have said here already. I'd like to point out that it is also important for the junior personnel to be proactive with pursuing mentorship. For example, you are a senior officer, and you have several junior officers under your command one way or another. You are also super busy, and even if you deliberately carve out time to mentor your junior officers, how are you supposed to know who REALLY WANTS that mentorship? Now, if 1 of those junior officers came to you and said ,"Sir, I'd like to get on your calendar and talk about my career progression, specifically topics X, Y, and Z and the options I have" -- then the whole interaction becomes much more efficient. As a senior officer yourself, your whole command under you can't fairly expect for you to be a mind reader with infinite time for mentorship. Just making the point.

Response by SPC George Adkins made Jul 4 at 2015 9:04 PM

SPC George Adkins — Sat, 04 Jul 2015 21:04:07 -0400

Your question is one that is pervasive outside of the military as well. When dealing with skilled positions such mine, mentor ship and leadership development are not only difficult, but in many cases left untouched. In my experience, it is paramount upon senior leaders to identify and spotlight those that espouse the values and traits you want to grow within your organization. Start out by pairing (or grouping) these people with others that show potential (seeds.) Let these leaders pass along the right things while quashing the negatives. Educate them and give them the resources needed. Once they have been developed, split them up and have them pair or group with others (seeding the next crop.) Over time, you will have the best of the best; ready to continue the cycle into perpetuity.

Response by SGT Private RallyPoint Member made Jul 4 at 2015 9:19 PM

SGT Private RallyPoint Member — Sat, 04 Jul 2015 21:19:58 -0400

I have only been an NCO for a little more than 1 year but I think in order to better mentor our soldiers we must first lead by example and lead from the front. A Soldier does not respect an NCO who says one thing but then does another. Also it's taking the time to get to know your Soldier on a personal level as well. Know what they want to do in the Army and outside of the Army. Some of my Soldiers now have no desire to stay more than their initial enlistment so I try to help them do what they can now to ensure they are success in the civilian world after the Army.

Response by TSgt Keith Wright made Jul 5 at 2015 12:49 AM

TSgt Keith Wright — Sun, 05 Jul 2015 00:49:21 -0400

Our Jr members need to have a better understanding of Psychology of Mind Sciences. We live in an era in time where we are not nessessarily worried about cold war politics, were concerned with the next lone wolf. It’s a different culture, a different era. A Holy Jihad is also mentioned to be an “Inner Struggle”, which does not always mean a violent aggression but a type of ware fare we have never seen before. Our Jr members need to be able to understand behavior changes, why they now suddenly have mental cognitive changes they have never experienced before. These changes could be diet changes as to why they now consume more food then they ever did before, or why they may be more irritable or angry, or even sad. These behavior changes can be the result of something more then an individual issue. We know that hypnosis changes behavior, and we have laws that regulate hypnosis. A Military type hypnosis is like an inner struggle, described in a Holy War. We have 22 Veterans commit suicide every day, which is un acceptable. We need our Jr Members with Clergy that understand the dynamics of these issues, and can deal with them. The mind is what we mentor, and one of the current battlefields is within the mind. How can we have psychological war fare and suggest our troops are mentally ill? I thought they are the Best our Nation has?

Response by CPO Richard Goldthwaite made Jul 6 at 2015 10:06 AM

CPO Richard Goldthwaite — Mon, 06 Jul 2015 10:06:13 -0400

Having retired 10 years ago this august, I have seen some dynamic changes in the military, specifically the USN. Mentorship or mentoring was becoming a new buzz word and had connotations of esprit de corps, team player, etc...what I do know about mentorship as a senior leader is that it begins with knowing your people. Its no different than being a little league coach. You have those that are top shelf, medium shelf and bottom shelf players. You groom each one within their own potential and like all sailors, push them out the door at the next tour better than they arrived. Forced mentorship or even assigned mentorship has issues, drawbacks, etc. Leadership cornerstones have mentorship ingrained. A strong leader is one that knows his people, their abilities, and walks the talk engaging success and motivation. What I see all too commonly these days is its another hoop to jump for an evaluation. Some of the best mentorship I ever witnessed was between E-5 and E-4's...and some of the worst were those under E-7, 8, & 9. Mentoring has to begin in boot camp. It should be a trait evaluated with specific accomplishments noted. I use to ask everyone of my sailors everyday..."what have you done for your shipmate, your ship, and our Navy today?" It was awkward at first, but soon became a known...there is nothing like watching a group of sailors work as a team, and learn who they are...and for leadership...its a great respite of the day to day...take the time to learn their names, goals, where they come from, why did they join...its starts with a conversation.

Response by 1st Lt Blair Ross made Jul 6 at 2015 3:25 PM

1st Lt Blair Ross — Mon, 06 Jul 2015 15:25:23 -0400

One thing that I think we need to bring back is the 3rd Lt. rank. Back in the days of long stretches of isolation from command, prospective officers were given a trial run as a 3rd Lt. You were shown the ropes by the command staff and was instructed on each position by an officer or senior enlisted man. If at the end of the tour of duty the command staff didn't think you merited a commission, you were out.

Response by CMSgt Mark Lewis made Jul 6 at 2015 9:51 PM

CMSgt Mark Lewis — Mon, 06 Jul 2015 21:51:42 -0400

There are two types of mentors, just as their are two types of leaders - formal and informal. The formal mentor should be the immediate supervisor who should be engaged with those subordinates on the job, in the dorms, and in their lives. They are the ones who really need to know their people and train them and guide them in learning their military craft/skills and in learning and adhering to the military way of life. The informal mentors may not be the individual's immediate supervisor or even in the members chain of command but as an NCO, SNCO, or officer we should all be concerned for any military member we come in contact with. Chances are all of us are both formal and informal mentors at the same time. Take care of the people so they can take care of the mission. Train them to take over and be the leaders of the future so they too will be engaged as both formal and informal mentors themselves and bring up the next generation of military members.

Response by SrA Christine Martinez made Jul 7 at 2015 8:12 AM

SrA Christine Martinez — Tue, 07 Jul 2015 08:12:53 -0400

Dear Lt. Col Lloyd Malone,
Sir, I would suggest to going back to the time when we were fresh-faced Airmen and Lieutenants, when we had completed BMTS or OTS, and we got shipped off to our first duty stations.
I don't know about you or your first Squadron or Wing, but for me, I got stationed at Rhein Main Air Base, Germany, and after meeting with my Squadron Commander and First Sergeant, I
was introduced to my OIC, and my NCOIC (who had met me at the airport) then introduced me to my Supervisor, and finally, my Trainer. Along the way I met other key personnel, from the Base Commander, to the Chaplains, and also NCOs from Legal and Social Actions.
A lot of names, faces, and titles to remember, but some of them I worked with quite frequently, others I only saw once or twice a year (and that was fine with me - Ha!).
A couple of things stuck with me from my time as a 'military brat': first, my parents ALWAYS encouraged their subordinates, the junior personnel in their offices, to know that they would be treated fairly, and with respect. Second, because we were stationed overseas, and my parents were easily 15+ years older than the junior NCOs and Airmen in their chains of command, my parents basically 'adopted' several individuals when it came time to special occasions like the Thanksgiving, Christmas, and Passover holidays each year. They also encouraged their colleagues to do this for the junior NCOs and Airmen, too.
Finally, because my step-dad, especially, was at the top of his chain of command (he was the 17th Air Force Leadership Commandant @ Lindsey Air Station, Germany), he had an 'open door policy' that extended to our front door of our home. His personnel knew he was only a phone call away -- even if it was a rotary phone!
The point is, when we treat our junior personnel like we would want to be treated, mentorship will be much moire successful and the best of the best will be retained. Yes, they have to know there are customs and courtesies to be observed, and yes, they have a job to do, just like everyone else, but putting on the Air Force blues should not be demeaning to anyone; it's an honor that many of us have made, and that we are still proud of. Junior NCOs and Airmen in today's Air Force deserve to have careers and professional relationships they can look back upon and be proud of, too.

Response by Capt Pat Thomason made Jul 7 at 2015 9:55 AM

Capt Pat Thomason — Tue, 07 Jul 2015 09:55:17 -0400

CPT Private RallyPoint Member hit the nail on the head. Leaders have to get off their butts, quit trying to lead and manage via email, and get to know your people. One of the most important aspects of mentorship is FEEDBACK. If you don't know your people, and what/how they're doing, you can't give feedback. The AF is failing miserably at this. In 20 years, I can count on one hand with 2 or 3 fingers left over the number of times I received knowledgeable and honest feedback from a supervisor. You MUST visit the sections and back shops, get to know names and faces, take a personal interest, and provide guidance and feedback. It is HARD WORK. If you're not willing to do the work, why are we calling you a "leader?"

Some in this thread have said that supervisors can't be mentors, that mentorship must be sought out. At best, I would call that sentiment half-right. A supervisor has a responsibility to mentor, but people will naturally seek advice and model themselves after people they respect and admire.

Response by TSgt Private RallyPoint Member made Jul 7 at 2015 4:49 PM

TSgt Private RallyPoint Member — Tue, 07 Jul 2015 16:49:31 -0400

There are very few “mentors” in the AF; a couple times a year SNCOs get pulled up to the front office and told they need to be better mentors. They tell their TSgts and SSgts, they give us card and we have to write our mentor’s name as if this will make more mentors, few weeks go by where everyone acts like they care then it gets forgotten till the next time. The AF promotes based off of individual accomplishments, did you get your CCAF? Did you lead that event? Did you get DG? Did you get a 90+ on your PT test? Are you an active member of AFSA/TOP 3? How many hours did you volunteer for? Did you get the TPS reports done in time? Just about every award that matters for an EPR is an individual award and the hard chargers are those that rack up the most individual accomplishments, they don’t have time to mentor. With the new EPR implementation I don’t see very many people putting much more energy than what they already do in mentoring because if you take care of yourself you will promote faster than if you are the guy taking care of everyone. Ya… ya I know there are exceptions but the fact is they AF as created a me first culture.

There needs to be a way to get away from the me first culture and awards we should recognize individual accomplishments, mentorship and group accomplishments equally.

Response by MAJ Ken Landgren made Jul 26 at 2015 9:08 PM

MAJ Ken Landgren — Sun, 26 Jul 2015 21:08:06 -0400

This a great question. Make it the commander's priority. Have a diagram for mentoring rotation. Make it more than, "Men the cold war is over prepare for asymmetric warfare, who knows what asymmetric warfare means?"

Response by SSgt Alex Robinson made Jul 28 at 2015 7:43 AM

SSgt Alex Robinson — Tue, 28 Jul 2015 07:43:02 -0400

Lead by example and be empathetic.

Response by MAJ Ken Landgren made Jul 31 at 2015 8:39 PM

MAJ Ken Landgren — Fri, 31 Jul 2015 20:39:22 -0400

The Brits have a tradition of flipping ranks one day of the year. The lowest rank got the highest rank.

Response by SFC Christopher Springs made Sep 22 at 2015 10:55 PM

SFC Christopher Springs — Tue, 22 Sep 2015 22:55:46 -0400

We can better mentor our junior personnel by being better senior personnel. I am still a firm believer that if you set the example and you place the needs of your subordinates above your own you will motivate younger Soldiers to be better. I think the problem with our junior personnel is that they are not stupid and don't blindly follow anyone. They are reading the news, look at Soldier media and watching our leaders and seeing the numerous failures of those at the highest levels or our organization and saying that if they are not doing the right thing then why should I? It is very hard to speak on values,beliefs, and doing the right thing when you see in congruent actions from those who are supposed to set the standard. Just my two cents. Great question!

Response by MAJ Ken Landgren made Dec 12 at 2015 5:31 PM

MAJ Ken Landgren — Sat, 12 Dec 2015 17:31:26 -0500

It starts as planning for mentoring.

Response by CPT Private RallyPoint Member made Jul 3 at 2016 2:07 PM

CPT Private RallyPoint Member — Sun, 03 Jul 2016 14:07:18 -0400

Lead by example! I think it's important to take a minute and reach out to junior soldiers/officers and be genuine with smile and simple question. After the relationship is more then a drive by "hello", you can ask about some of the issues they have talked about in the past (family, friends, work, ect.).

Finally, it's critical that we ensure leadership are developing soldiers, they are completing a legit APFT, supervisor quarterly counselings, attending and excelling at required annual and MOS training. If we are showing interest (caring) and ensuring they are being challenged and focused on goals, they will succeed!