LS-3A

List the five rules of supervision.

1. Get involved
2. Open channels of communication
3. Give your people a chance to develop
4. Establish standards and stick to them
5. Provide feedback

LS-3A

In the five rules of supervision, what does "get involved" mean?

• Sense of mission
  • have a plan
  • share your vision
• Get to know your people
  • get out from behind your desk
    • show interest
    • don't be over-involved
• Means understanding day-to-day operations, getting to know and being known by your subordinates; two advantages are knowledge about your section and a demonstration of concern; builds morale and sense of cohesion

LS-3A

In the five rules of supervision, what does "open channels of communication" mean?

• Encourage discussion
  • 2-way communication
• Open-door policy
• Active listener
• Resolve conflict 
• Must take active steps, and create situations where communication will occur; should travel in both directions; binds the group; people feel they’re a part of the group with common goals

LS-3A

In the five rules of supervision, what does "give your people a chance to develop" mean?

• Be aware of requirements and limitations
• Match people to the work
  • Be aware of their experience
    • Education and training
      • PEM, Degrees, TDY
• Encourage task rotations
• People work best in situations where they can develop themselves; is a key to effective human relations; you should tailor their duties to respective capacities; requires sensitivity and flexibility

LS-3A

Describe techniques of giving and receiving feedback.

• Focus feedback on behavior rather than the person
• Focus feedback on observations rather than inferences
• Focus feedback on exploration of alternatives rather than on answers or solutions
• Focus feedback on the value it may have to the recipient, not the value of “release” that it provides the person giving the feedback
• Focus feedback on the amount of information the person receiving it can use, rather than the amount, you have, which you might like to give
• Focus feedback on time and place so that personal data can be shared at appropriate times

LS-3A

Identify tasks that shouldn’t be delegated.

·         Conceptual planning

·         Morale problems

·         Staff problems

·         Subordinate performance reports

·         Pet projects

LS-3A

Identify common mistakes made by supervisors while delegating.

·         Conceptual planning

·         Morale problems

·         Staff problems

·         Subordinate performance reports

·         Pet projects

4 Ps: Planning, Problems (staff/morale), Perf Reports, Pet Proj

LS-3A

Explain the 4 steps to delegation

·         Unclear delegation

·         Supervise too closely

·         Rushed delegation

·         Improper selection of subordinates

LS-3B

State the purposes of performance feedback sessions.

LS-3B

Identify Air Force members required to receive performance feedback.

LS-3B

State when performance feedback sessions are held for each military rank.

- Initial AB thru Col w/in 60days assigned rating official

- Mid-term AB thru SMSgt / 2d Lt thru Lt Col @ midpoint between EPR/OPR supervision period (approx 180 day point annual report)

- Follow up feedback 2d Lt thru Capt / AB – TSgt w/in 60days closeout  EPR/OPR

- Anytime the rater determines the need for one

- W/in 30days of  request fm rate (provided 60days has past since last feedback)

LS-3B

Describe the sources of rater errors.

- Rating performance as “outstanding” when it is not

- Not wanting to hurt feelings

- Halo/Horns effect (favoritism)

- Limited observation & poor recall

LS-3B

Identify ways to avoid rater errors.

                - exhibit the right attitude; develop the individual

                - learn & practice good observation skills

                - gather & report supporting information

LS-3D

State the objective of Enlisted Performance Reports (EPR).

To provide an official record of performance as viewed by officials in the rating chain who are closest to the actual work environment.

LS-3D

Identify who is required to receive an EPR.

All enlisted members SrA thru CMSgt

A1C & below if 20+ months Total Active Military Service (TAFMS)

LS-3D

Identify when an EPR is required.

LS-3D

Describe the promotion methods for enlisted personnel.

·         AB – SrA promoted on fully qualified basis:

o   Amn – 6 mo

o   A1C – 10 mo TIG

o   SrA – 36 mo TIS & 20 mo TIG or 28 months TIG (whichever first)

ALL MUST HAVE CMDR APPROVAL

LS-3D

Describe the promotion methods for enlisted personnel. E-5 thru E-7 Uses what type of promotion system?

·         Weighted Airman Promotion System (WAPS):

o   SSgt - MSgt based on total score made on certain weighted factor

Airmen selected for promotion based on weighted factor

Specialty Knowledge Test Score                        100

            Promotion Fitness Examination Score               100

            Time in service                                                    40

            Time in grade                                                      60

            Decorations                                                         25

            Enlisted Performance Reports                           135

            Total Points:                                                       460

LS-3D

What is Stripes for Exceptional Performance (STEP)?

LS-3D

Describe the promotion methods for enlisted personnel. Senior NCOs are promoted using what? Score?

·         Senior NCO Promotion Program “Whole Person Concept”

E8 and E9 - Weighted similar to WAPS

Supervisory Exam                                            100                     EPRs                                                                135

Central                                                            450

Time in Grade                                                   60

Time in Service                                                 25

Decorations                                                      25

Total:                                                               795

LS-3D

State an Officer’s responsibilities to subordinates in the career progression system.

·         Career Development Counseling

o   Career objectives

o   Progression patterns

o   Job opportunities

o   Career-broadening opportunities

·         Provide other counseling as required for professional development

·         Advise immediate supervisor what training would further enhance the subordinate’s capabilities to perform future duties of increasing complexity and scope

·         Seek additional duties for subordinates when proficiency in primary duties permits

·         Advise immediate supervisor what training would further enhance the subordinate’s capabilities

·         Provide for sufficient time and opportunity for self-development

o   PME, formal training, time off to attend civilian classes

·         Assess individual potential and develop through leadership and counseling

·         Give timely counsel regarding performance deficiencies and ways for correction

·         Recognize outstanding contributions and achievements

LS-3F

Define corrective supervision

The process a leader uses to promote individual behavior changes in a work environment

LS-3F

Define the Steps in the Intervention Process Model

·         Make a considered decision to intervene.

·         Use supportive and assertive interaction skills

·         Involve the person with the problem in developing the solution

·         Put the issue in perspective

LS-3F

Explain Step 1 in the Intervention Process Model

·         Make a considered decision to intervene.

o   Identify what needs to be corrected

o   Decide if supervisory intervention is appropriate

LS-3F

Explain Step 2 in the Intervention Process Model

o   Avoid defense-producing techniques

o   Know how to correct without disrespect

o   Select appropriate time and place

LS-3F

What is assertive communication?

• Assertion w/o showing disrespect for others.
• Moves toward solution within situation, To find a mutual solution(Win-win or No lose)

LS-3F

What is aggressive communication?

• Assertion at the expense of others, Moves against person/situation.
• To WIN at all costs

LS-3F

What is passive communication?

• Non assertion—takes no action to support self or others.
• Moves away from situation, To appease or avoid contest (no game)

LS-3G

List the traits of a good counselor.

1. Sincerity
2. Integrity
3. Be a good listener

LS-3G

What does 'sincerity' mean?

(Traits of a good counselor)

Sincerity

   Interested in client and their problems

   Insincerity:

        Easy to detect

        Seriously degrades effectiveness of counseling sessions

LS-3G

What does 'integrity' mean?

(Traits of a good counselor)

Integrity

   Fundamental trait for counselors

   The quality of being:

      Of sound moral principle

      Upright

      Honest

LS-3G

What does 'be a good listener' mean?

(Traits of a good counselor)

LS-3G

List the three counseling approaches

• Directive
• Nondirective
• Eclectic

LS-3G

Explain the counseling approach 'directive'.

LS-3G

Explain the counseling approach 'nondirective'.

LS-3G

Explain the counseling approach 'eclectic'.

Eclectic – selecting from various sources

LS-3G

List the aspects of the three counseling skills

• Watching and Listening
• Responding
• Guiding

LS-3G

Explain the aspects of the counseling skill 'watching and listening".

LS-3G

Explain the aspects of the counseling skill "responding".

LS-3G

Explain the aspects of the counseling skill "guiding".

LS-3I

 Describe the three steps of the evaluation process.

• Perfomance Feedback Worksheet- expectations and progress
• Officer Performance Report- observation, evaluation, documentation
• Promotion Recommendation Form- AF 709, tells promotion readiness

LS-3I

List the different types of performance reports.

Education/Training Report

Officer Performance Report (OPR)

Letter of Evaluation (LOE)

LS-3I

Explain education/training report?

LS-3I

Explain Officer Performance Report (OPR).

LS-3I

Explain Letter of Evaluation (LOE).

LS-3I

What are some uses of performance reports?

Uses: Judge potential, assist AFPC in choosing right person, investigations, make decisions regarding disciplinary action

LS-3I

When are E/TR performance reports are prepared?

LS-3I

When are OPR performance reports are prepared?

LS-3I

When are LOE performance reports are prepared?

LS-3I

When are PRF performance reports are prepared?

LS-3I

Identify inappropriate comments for performance reports

LS-3I

Describe “best” qualified promotions for officer personnel.

“Best” = promote to O-4 through O-6, used by promotion boards, records are screened and only best qualified are promoted, highly competitive

LS-3I

Describe “fully” qualified promotions for officer personnel.

“Fully” = promote to O-3, commander determines officer is fully qualified, then officer is automatically promoted, non-competitive

PA-3A

State the outcome of the Doolittle Board

PA-3A

List the programs that were created to provide an ideal enlisted career force structure with balanced experience levels and opportunities for advancement.

PA-3A

What is 55/45 Air Force?

PA-3A

Explain the cause of promotion stagnation in most enlisted career fields by the late 1950s

PA-3A

Define the philosophy of the enlisted force structure.

PA-3A

Summarize the purpose of  the College for Enlisted Professional Military education

PA-3B

Define unprofessional relationships

PA-3B

Define fraternization

PA-3B

Summarize the Air Force policy on professional and unprofessional relationships and fraternization.

PA-3B

List the elements of fraternization.  (UCMJ ARTICLE 134)

1. That the accused was a commissioned or warrant officer; 
2. That the accused fraternized on terms of military equality with one or more certain enlisted member(s) in a certain manner; 
3. That the accused then knew the person(s) to be (an) enlisted member(s); 
4.  That such fraternization violated the custom of the accused’s service that officers shall not fraternize with enlisted members on terms of military equality; and 
5. That, under the circumstances, the conduct of the accused was to the prejudice of good order and discipline in the armed forces or was of a nature to bring discredit upon the armed forces.

PA-3B

Explain the effects of unprofessional relationships on unit discipline.

Was not spelled out in reader but we can all guess that it negatively affects unit discipline.  Specifically by giving at the very least the appearance of a buddy-boss system.  Those on the outside will undoubtedly view this as unfair and begin to separated themselves even further from the unit mission.

PA-3C

Explain the personal and professional consequences of unprofessional relationships (8).

1. Familiarity undermines respect, tends to breed contempt, and can be one of the most destructive forces to leadership. Uneven treatment, real or simply perceived, generates hostility and undermines an officer’s credibility. It can impair the mission, and lead to senseless waste or even combat fatalities.
2. (Improper Behavior)
3. (Possible Impact)
4. Use of first names
5. Often considered an indicator of an unprofessional relationship or fraternization
6. Officer and/or NCO may feel uncomfortable
7. Can result in censure by peers or supervisors
8. Violates the spirit and intent of AFI 36-2909

PA-3C

NOTE:

Some things that are considered unprofessional relationships (UPRs) from Case Studies.

PA-3C

Summarize guidelines for establishing professional relationships with Airmen, NCOs, or junior / senior officers:

PA-3D

State the responsibilities as a professional military officer for reporting a violation of the Law of Armed Conflict.

Report the violation to your immediate commander

PA-3D

Name the two series of treaties that have the greatest influence on the Law of Armed Conflict.

• Geneva conventions
• Haugue conventions

PA-3D

List the people who are entitled to Prisoner of war status under the Law of Armed Conflict.

• Members of a nation’s military force
• Militias
• Volunteers (homeland defenders)
• Civilians accompanying armed forces
• Reporters
• Technical reps
• Supply contractors

PA-DL3

State the five means for identifying substance abusers

PA-DL3

Explain the 'Arrest, Apprehension, or Investigation' mean for identifying substance abusers.

PA-DL3

Explain the 'Incident to Medical Center' mean for identifying substance abusers.

•  Medical personnel must notify CC/Life Skills under these conditions:
• Member receives treatment & is suspected  under the influence
• If admitted as a patient for alcohol or drug detoxification

PA-DL3

Explain the 'Commander Referral' mean for identifying substance abusers.

• When substance abuse is suspected contributor to any incident
• 1st Shirt may also refer

PA-DL3

Explain the 'Drug Testing' mean for identifying substance abusers.

• Random, used as a deterrent
• If member fails to provide sample, punishable under UCMJ
• If positive test, referred to Life Skills
• Test deliver
• Inspection Under Military Rule of Evidence, UCMJ
• Probable Cause Search & Seizure Under the UCMJ
• Command-Directed Examination
• Medical Purposes

PA-DL3

Explain the 'Self Identification' mean for identifying substance abusers.

• Identify to CC, 1st Shirt, substance abuse counselor, or medical authority
• Voluntary disclosure information may not be used in UCMJ action

PA-DL3

Identify how the results of the four methods of urinalysis testing may be used. 

PA-DL3

List the treatment services available under the ADAPT program. 

• Non-Clinical Services
• Clinical Services

PA-DL3

Describe Clinical Services

• Member meets the Diagnostic & Statistical Manual (DSM) IV criteria for alcohol/drug abuse or dependence
• Entered into treatment at appropriate level determined by American Society of Addiction Medicine (ASAM) criteria
• May require detoxification prior to treatment

PA-DL3

Describe Non Clinical Services

PA-DL3

List the administrative issues associated with the ADAPT program. 

1. Leave Authorization (ordinary leave is not usually granted during the evaluation or the treatment phase)
2. Line of Duty Determination (If there is injury or death as a result of substance abuse by an active duty member)
3. Personnel Reliability Program (PRP) (aka Nukes) Decertification (one year after successful completion of the program alcohol abusers may be reconsidered. Those that are alcohol dependent are permanently decertified)
4. Promotion Eligibility
5. Reassignment Eligibility
6. Reenlistment Eligibiltiy
7. Securty Clearance
8. Teamporary Duty
9. Unfavorable Information File (UIF)
10. Separation
11. Alcohol
12. Drug
13. Personal Consideration for the Members

PA-DL3

How can the results of the command directed examination method of urinalysis testing be used?

LS-3A

In the five rules of supervision, what does "establish standards and stick to them" mean?

LS-3A

In the five rules of supervision, what does "provide feedback" mean?

LS-3F

Explain Step 3 in the Intervention Process Model

·         Involve the person with the problem in developing the solution

o   Describe the situation

§  Describe rather than prescribe

§  Seek solution—not justification

o   Facilitate participation

§  Use open questioning techniques

§  Allow time for resistance

o   Interact on problem identification

§   Eliminate irrelevant issues

o   Interact on possible solutions

§  Encourage follower identification of alternatives

§  Agree on solution and follow-up action

§  Include leader as well as follower action if relevant

§  Put follow-up dates on calendar

LS-3F

Explain Step 4 in the Intervention Process Model

·         Put the issue in perspective

o   Provide positive reinforcement of personal value