Commentary>>The Little Brown Book gets a facelift

By Chief Master Sgt. Richard Turcotte
314th Airlift Wing command chief

The enlisted force is a diverse group of functionally and operationally specialized Airmen. Despite the natural differences found across functional and operational lines, there is a compelling need for a deliberate and common approach to enlisted force development, career progression and the assumption of increased supervisory and leadership responsibilities. To best leverage our resources, we must have a consistent, well-defined set of expectations, standards and opportunities for growth for all Airmen, regardless of specialty. This is accomplished through the enlisted force structure and force development construct which relies on a common language--the Air Force institutional competencies.

The institutional competencies are the leadership, management and warrior ethos qualities required by all Airmen. They provide a common language and set of priorities, with varying levels of proficiency, based on the Airman’s rank and position. The enlisted force structure and institutional competencies describe what makes us Airmen, not just specialists. We are Airmen first, specialists second.

All elements of force development, the institutional competencies and the enlisted force structure, are grounded in Air Force core values: Integrity First, Service Before Self, and Excellence in All We Do. The core values are the framework within which military activities take place and are the basis for Air Force policies, guidance and focus.

Team Little Rock Airmen are highly encouraged to take the time to read this instruction in its entirety. Our mission focus and our ability to deliver combat air power is inherently dependent on our ability to develop our enlisted force. Remember, Professional Airman…professional mindset.

On Feb. 27, the Chief of Staff of the Air Force along with members of our Air Force Force Development team published the latest version of AFI 36-2618, The Enlisted Force Structure, substantially revising the Dec. 1, 2005 edition. See page 21 for additional coverage on the updates.

Changes to AFI 36-2618, 'The Enlisted Force Structure'
Chapter 1 –Introduction
• Introduces the Air Force force development construct and institutional competencies, and ties them to the enlisted force structure
• Spells out our core values (vs abbreviated forms in last edition)
Chapter 2 – The Enlisted Force Structure
• Renames Airman Tier to “Junior Enlisted Airman” tier
• Renames and revises explanations of the three enlisted leadership & development levels:
- Tactical to “Tactical Expertise”
- Operational to “Operational Competence”
- Strategic to “Strategic Vision”
Chapter 3 – Junior Enlisted Airman Responsibilities
• Detect and correct conduct and behavior that may place themselves or others at risk
• Understand and demonstrate institutional competencies required for mission
• Should earn a CCAF degree
• Attain and maintain excellent physical conditioning and always meet AF fitness standards
• Understand, accept, and demonstrate Air Force Core Values, The Airmen's Creed, and AF Symbol
• Be knowledge-enabled
• Bring no discredit thru use of personal and government information systems
• Understand Sexual Assault Response Coordinator’s role and sexual assault reporting requirements
• Know and understand Wingman concept
• Demonstrate effective followership, supporting leaders' decisions
• Develop innovative ways to improve processes
• Excessive or irresponsible consumption of alcohol and over-the-counter medications
• Depression and post-combat stress
Chapter 4 – NCO Responsibilities
• Detect and correct conduct and behavior that may place themselves or others at risk
• Understand and demonstrate institutional competencies required for mission
• Should earn a CCAF degree, if not already earned
• Attain and maintain excellent physical conditioning and always meet AF fitness standards
• Adopt, internalize, and demonstrate the Air Force Core Values and The Airmen's Creed...know and understand AF symbol
• Be knowledge-enabled
• Bring no discredit thru use of personal and government information systems
• Understand Sexual Assault Response Coordinator’s role and sexual assault reporting requirements
• Know and understand Wingman concept
• Demonstrate effective followership, supporting leaders' decisions
• Develop innovative ways to improve processes
Chapter 5 – SNCO Responsibilities (in addition to all the NCO responsibilities)
• Evaluate and assume responsibility for institutional competencies required to accomplish mission
• Demonstrate, inspire, and develop in others an internalized understanding of the Air Force Core Values and The Airman’s Creed…know and understand AF Symbol
• Promote responsible behaviors within all Airmen...promote peer involvement in detecting and correcting unsafe and irresponsible behaviors
• Recognize and reward Airmen who properly employ operational risk management philosophies
Chapter 6 – Special SNCO Positions
• Explains the CMSAF is the AF career field manager for command chief master sergeants and group superintendents
• Explains the CCM is the functional manager for group superintendents and first sergeants
• Adds the Commandant title to ALS
Attachments
• Adds The Airman's Creed (Atch 2)
• Adds the Air Force Institutional Competencies (Atch 3)