Take time to provide feedback

  • Published
  • By Chief Master Sgt. Marty Anderson
  • 90th Missile Wing command chief
F.E. WARREN AIR FORCE BASE, Wyo. --  As I walk through duty sections and speak with Airmen, I always ask the question, "When was the last time you received feedback and how long did it take?" The response is usually very disturbing, to say the least. This causes me to speak with the supervisor; their response is, well they just know what to expect, or if they have questions, they know to ask me. So then we have a one-sided conversation about supervisory responsibilities.

First, if you are supervisor and it has been longer than six months since you provided your ratee(s) feedback, you are failing to meet one of your primary responsibilities. Second, if your feedbacks are 20 minutes or less, you are derelict in your job as a rater. The Air Force expects more from you and your Airmen deserve better.

During the initial feedback, I like to complete this session right away so the ratee knows what to expect and starts out on the right foot. I usually begin with the general questions to learn a little about them, but then ask what their professional goals are and talk about how to develop a road map to achieve those goals.

How long do you think that takes?

But, this one question in itself will lead to developing a framework for the rest of the feedback.

For example, an Airman arrives to Warren after graduating technical school. One of the Airman's first goals is to be promoted to senior Airman below-the-zone. What does it take to be competitive? I would imagine you came up with the whole-person concept: job, community involvement and significant self-improvement.

The point is, this will take longer than 15 to 20 minutes. A good supervisor is going to tell the Airman what the minimum standards are, and then give recommendations on how to exceed those standards in order for the ratee to have the tools to achieve personal and professional goals.

A new Airman does not fully understand the enlisted evaluation system, promotion system, assignments, or career opportunities, and it is your responsibility as a rater to ensure the Airman understands the impact to his career. I guarantee, if done right, you will have a highly motivated and productive Airman.

During mid-course feedback, the feedback should be very candid in how the person is doing in relationship to their goals, as well as job and conduct standards. During my initial feedbacks I always ask the question, "What do you expect from me?" The answer I usually get is, "Be honest, up front and tell me if I am messing up, or how I can do things better?"

This is important so they understand that I am candid because I want the Airman to be successful and my candor is not intended to be spiteful. I like the warm-fuzzy, cold-prickly, warm-fuzzy approach. I talk about areas they are doing well at. Then talk about areas needing improvement and lastly, areas that they excel at, so we leave the session on a positive note. During the entire time, I am relating their performance toward their professional goals. I have always done this, because it creates personal responsibility and motivation toward implementing the suggestions for improvement.

After the enlisted performance report is completed, the follow-up feedback session is a combination of the above information in providing straight forward feedback with goals and expectations for the new reporting period. I always posture my feedback session in a manner that creates motivation toward mission accomplishment while striving to help the Airmen meet their personal and professional goals.

Feedbacks should include the following areas: Personal and professional goals, job standards, conduct standards, promotion system, job opportunities, special duty assignments, assignments, Air Force programs and expectations of the rater. This will take longer than 20 minutes. I truly believe that if all supervisors took a more professional involvement in truly developing their ratees, the Air Force will be a healthier and motivated force while exceeding mission requirements.