Expectations key to success Published April 18, 2007 By Maj. Dan Knight 90th Mission Support Squadron commander F.E. Warren AFB, Wyo. -- The Air Force of today is the most lethal and most diverse all-volunteer force the world has ever known. As most of you know, the 90th Space Wing has or has had Airmen performing duty all over the world, doing everything from humanitarian missions in Central America and Micronesia to direct action teams in Iraq and provincial reconstruction teams in Afghanistan. The reason we can do such varied missions comes from our Air Force culture, our willingness to take on challenges and conquer them and lastly, the vast pool of talent, experience and diversity that thrives in the Air Force today. Setting expectations that establish a baseline for your organization, flight or individual troops are essential to harnessing the various backgrounds, history and cultures the Airmen of today come from. This diversity gives us Airmen keen insight into the local cultures of the Island of Mindanao in the Philippines where we are engaged in the Global War on Terror. This diversity also gives us Airmen who understand the streets of Falluja and can explain Iraqi cultures and customs from the tactical level. Additionally, it brings different perspectives and, in some cases, different norms. Expectations provide a common-operating picture from which everyone works. It refines those different experiences and norms into a level-playing field in which everyone can operate off. You may have heard, "Assumption is the first step in failure." If you assume your expectations are the same as your troops' expectations, without discussing them, then you're setting yourself up for failure. In the Air Force, we all have one common reality, and that is the Air Force core values of integrity first, service before self and excellence in all we do. Those are broad statements and depending on your life experiences, background and training, you may interpret those core values in a slightly different way. Expectations between a commander and the squadron, a senior NCO to the section or an NCO to his or her Airmen clarify exactly what that squadron, section or work center means when it says core values. The Air Force core values are very broad and encompass everything we do. Commanders, company grade officers, senior NCOs, civilians and front-line supervisors must articulate their expectations by translating these values or concepts into what we do on a daily basis. The ability to articulate the finer points of what is expected is an art that must be practiced and used if you are ever able to do this. Expectations, like war planning, are an iterative process. Iterative means "characterized by or involving repetition, recurrence, reiteration or repetitiousness." Saying it once does not always net the expected outcome for a variety of reasons. Communication is the key. It doesn't matter what you say; it is what they hear. And this could be no more relevant than when providing expectations. Make sure they understand exactly what you are saying by using every tool needed to communicate clearly. Oftentimes, I have discussed expectations with supervisors who thought they were communicating clearly only to find they missed the mark. Expectations need to be refined, restated and reaffirmed at all times. Just like in war planning, the plan needs to be constantly updated and clarified to meet our ever-changing environments and ensure clear understanding of expectations. Our Air Force, our Air Force Space Command and our 90th Space Wing will continue to be called upon to do great things for this nation. In order to effectively use the diverse backgrounds of our Airmen who are essential to mission accomplishment, we all need to set expectations and develop a common operating picture for our organizations, sections and Airmen. Setting and articulating these expectations will propel us forward to meet the challenges of the dynamic world we live in today.