Air Force lessons, skills learned

  • Published
  • By Robert Kodis
  • 90th Missile Wing Plans and Programs
F.E. WARREN AIR FORCE BASE, Wyo. --  Everyone has critical skills and knowledge that are important to many other people within our units, organizations and the wing.

The following are some lessons I've learned throughout my Air Force career.

Use better titles for each person -- Some years ago, when I started my career in the Air Force, and now civil service, the job of the receptionist or secretary was to answer the telephone and direct the callers to the appropriate person. Today, however, this job is far more complicated and, therefore, more important. Since he or she is the first contact that most customers have with your unit, their personality and temperament are extremely important.

Think about your customers -- The prospective client who telephones begins forming an impression of your unit the instant the telephone is answered. Because our units are doing so many things, they must tactfully ascertain exactly how the caller may be best served and who is the best person to direct the telephone call to.

One person does make a difference -- In many cases, there are requests for further information, and follow-up telephone calls go through our front office manager. Their ability to handle these calls effectively, direct calls to the right people, take accurate messages, and to act as the core person in a network of communications, makes their job so important. It is essential they sit in on all staff meetings and be aware of everything that is going on within the unit.

Keep yourself informed -- Your job in your unit requires that you know a lot about what is going on everywhere else, as well as being thoroughly conversant with what you do. The fastest and most accurate way of keeping current with what is going on is to develop and maintain a network of contacts, an informal team of people within your workplace who keep you informed and who you keep informed in turn.

Encourage participation and involvement -- The old methods of command and control now exist only at the old-line units, many of which are fighting for their very reputation. Today, men and women want a high degree of participation and involvement in their work. They want an opportunity to discuss and thoroughly understand what they are doing and why they are doing it. People are no longer satisfied to be cogs in a big machine. They want to have an integral role in achieving goals they participated in setting in the first place.

Build a top team -- Being a team player is no longer something that is optional. Today, it is mandatory. If you want to achieve anything of consequence, you will need the help and cooperation of lots of people. Your main objective is to structure everything you do in such a way that, because you are constantly cooperating and working well with others, they are continually open to helping you achieve your goals.

Action exercises -- Here are two things you can do immediately to put these ideas into action. First, recognize that every person in the unit is essential to the smooth functioning of the organization. Take time regularly to discuss their jobs with them and understand what they do. Second, identify the things you do that can really affect the work of others. Then, look for ways to do your job so that you help others in every way possible.

Communications and leadership are the critical differences in success.