Afh36 2618

The Air Force is a diverse group of functionally and operationally specialized Airmen in the profession of arms. Comprised of three distinct and separate tiers each correlating to increased levels of education, training, and experience

a consistent, well-defined set of expectations, standards, and opportunities for the growth for all Airmen (This is accomplished through the enlisted force structure and force development constructs which rely on Air Force institutional competencies.)

leadership, management, and readiness qualities Airmen (These competencies provide a common language, set of priorities, and proficiency expectation based on an Airman's rank, experience and or position.)

functional specialists; Airmen first, specialists second

Represents the commitment to a culture of pride and professionalism by all Airmen. The Airmanship mindset reflects Airmen committed to the Air Force family values, motivated by our Airman's Creed, Warrior Ethos, inspired by our heritage, and is built upon the Air Force Core Values.

Integrity First, Service Before Self, and Excellence in All We Do. These values are the thread that weaves through Air Force policies, guidance, and focus areas. Simply put, they influence Air Force activities and Airmen's actions

*Provides the general framework for the enlisted force structure that best meets mission requirements, while developing institutional and occupational competencies. *It defines the leadership levels, tiers, ranks, roles, terms of address, general responsibilities, duty titles and special positions for the enlisted forces. *provides a framework for supervisors as they set standards during initial feedback sessions, evaluate progress during mid-term feedback sessions, and document performance on annual reports.

Tactical expertise, operational competence, and strategic vision.

Directly correlates to the scope of an enlisted Airman's duties and primary responsibilities with the type of development needed to serve as Airmen and NCOs: *level of leadership is predominantly direct and face-to-face. *perfect your primary occupational skills and develop your knowledge of Air Force institutional competencies *The primary focus is accomplishing the mission as effectively and efficiently as possible using available personnel and resources.

The full-spectrum of institutional competencies is balanced across the operational competence leadership level. *They lead teams by developing and inspiring others, taking care of people, and taking advantage of diversity. *They foster collaborative relationships through building teams and coalitions, especially within large organizations, and negotiate with others, often external to the organization. (Airmen operating at this leadership level normally work below the major command or Headquarters Air Force levels)

The long-term direction and strategic intent of a company or agency. Provides a perspective on where the organization is headed and what it can become. (At this level, Airmen combine highly developed personal and people/team institutional competencies to apply broad organizational competencies.) At the strategic vision level: *Airmen achieve synergistic results and desired effects with their operational capabilities. *They also understand how he Air Force operates within joint, multinational, and interagency relationships. *Employs military capabilities, applying the operational and strategic AFH36-2618 5 JULY 2018 5 arts with a thorough understanding of unit capabilities, the Air Force at large, and joint and coalition forces

*This tier consists of: Airman Basic, Airman, Airman First Class, and Senior Airman. Initial enlisted accessions enter the Air Force in this tier (Airman Basic, Airman, or Airman First Class. *Focus on: adapting to military requirements, being part of the profession of arms, achieving occupational proficiency, and learning how to be highly productive members of the Air Force. *Prepare for increased responsibilities and ensure they are trained, qualified, and ready to operate, both at home station and in an expeditionary environment.

*Are primarily adapting to the requirements of the military profession, acquiring knowledge of: -Military customs -Courtesies -Air Force standards -Strive to attain occupational proficiency. *At their first duty station, they perform basic tasks under close supervision. (The written abbreviation for Airman Basic is "AB" and the official term of address is "Airman Basic" or "Airman.")

*Still learning and adapting to the military profession. *Are expected to understand and conform to military standards, customs, and courtesies. *Begin to show occupational proficiency at basic tasks and still require significant supervision and support. (The written abbreviation is "Amn" and the official term of address is "Airman.")

*Fully comply with Air Force standards and devote time to increasing their skills in their career fields and the military profession, while becoming effective team members. *Often skilled on numerous tasks. *Continued supervision is essential to ongoing occupational and professional growth. *Typically, the 5-skill level is earned at this grade. (The written abbreviation is "A1C" and the official term of address is "Airman First Class" or "Airman.")

*Commonly perform as skilled technicians and trainers. *Begin developing supervisory and leadership skills through progressive responsibility, completion of Airman Leadership School, individual study, and mentoring. *Strive to establish themselves as effective trainers through the maximum use of guidance and assistance from officer and enlisted leaders. *May serve as firstline supervisors upon completion of Airman Leadership School. (The written abbreviation is "SrA" and the official term of address is "Senior Airman" or "Airman.")

*This tier consists of Staff Sergeant and Technical Sergeant. *Continue occupational growth and become expert technicians while developing as leaders, supervisors, managers, and mentors in the profession of arms. *Ensure they keep themselves and subordinates trained, qualified, and ready to deploy and operate at home station and in an expeditionary environment. *Noncommissioned Officers understand and internalize institutional competencies in preparation for increased responsibilities, while pursuing professional development through a variety of means, including Enlisted Professional Military Education.

*Primarily highly skilled technicians with supervisory and training responsibilities. *Typically, at this rank they earn the 7-skill level. *Must continuously strive to further their development as technicians, supervisors, and leaders through professional development opportunities, including Air Force and Joint Enlisted Professional Military Education. Responsible for their subordinates' development and the effective accomplishment of all assigned tasks. *Must ensure proper and effective use of all resources under their control to ensure the mission is effectively and efficiently accomplished. *Should consider broadening opportunities through special duties and the Development Special Duty selection process. (The written abbreviation is "SSgt" and the official term of address is "Staff Sergeant" or "Sergeant.")

*Often their organizations' technical experts. *Strive to further their development as technicians, supervisors, leaders and mentors through professional development opportunities, including Air Force and Joint Enlisted Professional Military Education. *They should consider broadening opportunities through special duties and the Development Special Duty selection process. (The written abbreviation is "TSgt" and the official term of address is "Technical Sergeant" or "Sergeant." )

*Consists of Master Sergeant (MSgt), Senior Master Sergeant (SMSgt), and Chief Master Sergeant (CMSgt). *Serve as leaders in the profession of arms. They advise, supervise and mentor others to further grow and develop junior enlisted Airmen and Noncommissioned Officers under their charge. *Continue professional development through a variety of means, including Enlisted Professional Military Education. *They have a great deal of leadership experience they use to leverage resources and personnel against a variety of mission requirements. *Participate in decision-making processes on a variety of technical, operational, and organizational issues.

*Are expected to accomplish the mission through the employment of teams by merging subordinates' talents, skills, and resources with other teams' functions. *Must complete an associate degree or higher from a nationally or regionally accredited academic institution, if not already earned, to become eligible for promotion to SMSgt. *Continue their professional development through functional opportunities, as well as Air Force and Joint Enlisted Professional Military Education. *Are also eligible to attend sister-service or International Senior Noncommissioned Officer Professional Military Education. *Should consider broadening opportunities through special duties and the Development Special Duty selection process. *Air Reserve Component MSgts must complete the Senior Noncommissioned Officer Academy before assuming the grade of SMSgt. (The written abbreviation is "MSgt" and the official term of address is "Master Sergeant" or "Sergeant.")

*Experienced, operational leaders skilled at merging teams' talents, skills, and resources with other organizations. *Continue to develop their leadership and management skills and earn their 9-skill level. *Continue their professional development through Air Force and Joint Enlisted Professional Military Education. *Are eligible to attend sister-service or International Senior Noncommissioned Officer Professional Military Education. (The written abbreviation is "SMSgt," and the official term of address is "Senior Master Sergeant", "Senior" or "Sergeant.")

*Serve in the highest enlisted rank and hold strategic leadership positions with tremendous influence at all levels of the Air Force. *Continue to develop personal leadership and management skills to prepare for ever increasing positions of responsibility. *Are charged with mentoring and developing junior enlisted personnel and strongly influence the professional development of Company Grade Officers. *Bring substantial operational and occupational experience as well as strong institutional skills to their organizations and assigned tasks. *All newly selected Regular Air Force CMSgts will attend the Chief Leadership Course. *Newly selected Air Reserve Component CMSgts attend either the Chief Leadership Course or their Chief Orientation Course. *CMSgts continue professional development through senior leader developmental opportunities and career-broadening assignments. *Serve in key leadership positions such as Combatant Command Senior Enlisted Leader, Command Chief Master Sergeant, Group Superintendent, Professional Military Education Commandants, Functional and Career Field Managers. (The written abbreviation is "CMSgt" and the official term of address is "Chief Master Sergeant" or "Chief.")

Foster a professional military culture by ensuring supervisors, wingmen and enlisted Air Force members each do their part to follow this guidance.

whether officer, civilian or enlisted have a specific responsibility to ensure assigned enlisted members comply with standards explained in this guidance and correct them when they deviate

Refers to all Air Force members, officer, civilian or enlisted. Wingmen bear an inherent responsibility to understand this guidance and assist all enlisted Air Force members in meeting expectations explained within.

*Demonstrate a foundational understanding of what it means to be an Airman in the profession of arms. *Understand, accept and embody the Air Force core values and Airman’s Creed, and exhibit professional behavior, military bearing, respect for authority and high standards of dress and personal appearance, both on- and off-duty, at home and abroad. *Correct other Airmen who violate standards. Accept, execute, and complete all duties, instructions, responsibilities, and lawful orders in a timely and efficient manner. *Place the requirements of official duties and responsibilities ahead of personal desires. *Detect and correct conduct and behavior that may place themselves or others at risk, and issue lawful orders when placed in charge of a work activity or task involving other junior enlisted Airmen. *Begin to learn and demonstrate the institutional and occupational competencies outlined in Air Force Doctrine Document 1-1, Leadership and Force Development; Air Force Manual 36-2647, Institutional Competency Development and Management; and the appropriate Career Field Education and Training Plan. These competencies are gained through a combination of education (e.g., Professional Military Education and academic programs), training (e.g., basic military training and career development courses), and experience (e.g., primary, special duty and professional organization participation). *Meet all pre-deployment and mission requirements and maintain the highest level of technical readiness. Attain and maintain a skill level commensurate with rank, as well as a high degree of proficiency in duties outlined in the Career Field Education and Training Plan. *Increase personal resilience by understanding and mastering the social, physical, mental and spiritual domains of Comprehensive Airman Fitness, and encouraging others to do the same. *Be mentally ready to accomplish the mission. Issues that can affect and detract from mental readiness and quality of life are financial problems, sexual harassment or assault, discrimination, stress, marital problems and substance abuse. These issues can prevent Airmen from focusing on the mission, diminish motivation, erode a positive 10 AFH36-2618 5 JULY 2018 attitude and reduce work quality. Be aware of warning signs and seek appropriate assistance through the chain of command, chaplain, medical community and helping agencies, and help others do the same. *Be alert for signs of depression or suicide. If depressed or suicidal, seek immediate assistance. Practice and teach the Department of Defense “Ask, Care and Escort” concept for suicide prevention. Ask - “Are you thinking about harming yourself or others?” Care - calmly take control of the situation, show genuine concern and listen. Escort (not direct) - the person to mental health, the chaplain, or First Sergeant. Call for help but never leave the person alone. Junior enlisted Airmen are critical to suicide prevention efforts. *Be alert for behavioral changes and/or signs of traumatic stress in themselves and others, and seek assistance. *Be physically ready to accomplish the mission. Actively participate in the Air Force fitness program and always meet Air Force fitness standards by maintaining a yearround physical conditioning program that emphasizes total fitness, to include: aerobic conditioning, muscular fitness training and healthy eating. *Be socially ready to accomplish the mission. Build relationships and networks that promote well-being and optimal performance. Teamwork, communication, connectedness and social support are key components of social readiness. *Be spiritually ready to accomplish the mission. Spiritual readiness is the proactive practice of establishing a sense of purpose or personal priorities to develop the skills needed in times of stress, hardship and tragedy. Spiritual readiness may or may not include religious activities. *Be a knowledgeable Airman. Stay informed on issues affecting the Air Force using Air Force media sources (e.g., af.mil and my.af.mil). Ensure no discredit to the Air Force or compromise of operational security when using personal and government information systems, including social media. *Contribute to a culture and climate of dignity and respect by supporting and enforcing a zero tolerance policy for sexual harassment, sexual assault, and discrimination. Know and understand the wingman concept. Airmen take care of fellow Airmen. A good wingman shares a bond with other Airmen and intervenes to maintain an environment free of any behaviors that hinder an Airman’s ability to maximize their potential and contribution. Positively support one another, both on- and off-duty. *Demonstrate effective followership by enthusiastically supporting, explaining and promoting leaders’ decisions. Develop innovative ways to improve processes and provide suggestions up the chain of command that will directly contribute to unit and mission success. Promote a culture of innovation and continuous process improvement to identify and resolve deficiencies. *Continue to pursue personal and professional development through education and involvement. Promote camaraderie, embrace esprit de corps and act as an Air Force ambassador (e.g., join professional organizations and/or participate in organization and community events).

*Lead and develop subordinates and exercise effective followership in mission accomplishment. *Have the authority to issue lawful orders to complete assigned tasks in accordance with Article 92 of the Uniform Code of Military Justice. *Increase knowledge and understanding of, and mentor junior enlisted Airmen on the institutional and occupational competencies required to accomplish the mission. *These competencies are gained through a combination of education (e.g., academic programs and Professional Military Education), training (e.g., on-the-job training), and experience (e.g., mentoring and/or participating in professional organizations). *Increase personal and subordinate resilience by championing the social, physical, mental and spiritual domains of Comprehensive Airman Fitness and encouraging others to do the same. *Champion social readiness. Develop and lead team-building or networking activities in the unit and encourage subordinates to participate in outside social engagements. Champion physical readiness. Lead the way by promoting, supporting, and participating in unit physical training activities and the Air Force fitness program. Incorporate physical training into the team's duty schedules as the mission allows. *Champion mental readiness. Be actively aware of issues in subordinates that can impact mental readiness and mission effectiveness. Address issues negatively impacting mental readiness, and take positive steps to resolve them in a responsible manner. *Champion spiritual readiness to help accomplish the mission. Allow for and encourage subordinates to develop spiritual skills needed in times of stress, hardship and tragedy. This may or may not include religious activities. *Demonstrate and facilitate a climate of effective followership by willingly owning, explaining and promoting leaders' decisions. Develop innovative ways to improve processes, reduce costs and improve efficiency and provide suggestions up the chain of command that will directly contribute to unit and mission success. *If senior in grade, accept responsibility for assuming the role of leader. Responsibility and accountability increase commensurate with grade. Within enlisted grades, Noncommissioned Officers precedence over all junior enlisted Airmen and other Noncommissioned Officers according to rank. Within the same grade, use: date of rank, total active federal military service date, pay date, and date of birth, in this order, to determine seniority. NOTE: In some circumstances Noncommissioned Officers who are lower in rank may be placed in charge of other Noncommissioned Officers of the same grade (i.e., a TSgt, with a date of rank of 1 Apr 08, is placed in charge of a another TSgt, with a date of rank of 1 Apr 07). When placed in charge, these Noncommissioned Officers have the authority to issue lawful orders appropriate for mission accomplishment. *Actively lead and supervise subordinates. Stay professionally engaged with subordinates on a daily basis both on and off-duty. Understand a subordinate's environment by visiting living spaces and installation support facilities (e.g., dining facilities, chapel centers, 12 AFH36-2618 5 JULY 2018 recreation centers, dormitories, and enlisted clubs) to be familiar with off-duty opportunities and living conditions. Mentorship is a critical component of leadership; Noncommissioned Officers must use professional and personal experiences to positively mentor others. *Guide, train, instruct and develop subordinates so they are technically ready to accomplish the mission and ensure they are prepared to accept increased levels of authority and responsibility. *Remain keenly aware of individual and group dynamics affecting readiness and safety. Identify those exhibiting high-risk behaviors, intervene, and deter further unsafe practices. *Appropriately recognize and reward individuals whose military conduct and duty performance clearly exceed established standards. Ensure subordinates are held accountable when they do not meet established standards. *Provide feedback and counseling to subordinates on performance, career opportunities, promotions, benefits, and entitlements. Feedback and counseling are required utilizing the Airman Comprehensive Assessment. However, continuous informal and formal feedback, mentorship, and counseling opportunities exist to optimize a subordinate's potential and performance. On an annual basis, Noncommissioned Officers must discuss and provide a copy of the Air Force Benefits Fact Sheet to subordinates during feedback. *Promote a culture of Airmen who are flexible and capable of mastering multiple tasks and mission requirements. Pursue opportunities outside primary Air Force Specialty Code, encourage retraining as needed to balance the force and meet mission requirements. Promote a culture of innovation and continuous process improvement to identify and resolve deficiencies. *Complete and promote Professional Military Education and professional enhancement courses to develop and cultivate leadership skills and military professionalism. Continue personal and subordinate development.