Section 9B - The Enlisted Force Structure Flashcards
0
Q
What provides consistent, well defined expectations, standards and opportunities for growth for all Airmen in every specialty in command?
A
The enlisted force structure.
1
Q
Why does the enlisted force need a common approach to career progression, professional development, and acquiring increased supervisory and leadership responsibilities?
A
Because it is a diverse corps of functionally and operationally specialized Airmen.
2
Q
What does the enlisted force structure reflect?
A
The Air Force core values (Integrity First, Service Before Self and Excellence in All We Do), which are the foundation of all Air Force policies, guidance and overall focus.
4
Q
Why does the enlisted force need a common approach to career progression, professional development, and acquiring increased supervisory and leadership responsibilities?
A
Because it is a diverse corps of functionally and operationally specialized Airmen.
5
Q
What provides consistent, well-defined expectations, standards and opportunities for growth for all Airmen in every speciality and command?
A
The enlisted force structure.
6
Q
What does the enlisted force structure reflect?
A
The Air Force core values (Integrity First, Service Before Self and Excellence in All We Do), which are the foundation of all Air Force policies, guidance and overall focus.
7
Q
The enlisted force structure provides what three things?
A
1) a structure that best meets mission requirements; 2) a common stable career structure for all enlisted personnel; and 3) an opportunity for professional growth for all Airmen.
8
Q
What five things does the enlisted force structure define?
A
1) Its three tiers; 2) the three levels of enlisted leadership and development; 3) the roles, responsibilities, expectations and official terms of address of each enlisted rank; 4) special SNCO positions; and 5) official duty titles for the enlisted force structure.
9
Q
Each ___ in the enlisted force structure corresponds to higher training levels, education, technical competence, experience, leadership and managerial responsibilities.
A
Tier.
10
Q
What are the three tiers of the enlisted force structure?
A
The 1) Junior Enlisted Airmen tier; 2) NCO tier; and 3) SNCO tier.
11
Q
What ranks are included in the Junior Enlisted Airmen tier of the enlisted force structure?
A
AB, Amn, A1C and SrA.
12
Q
What is the initial focus of those in the Junior Enlisted Airmen tier of the enlisted force structure?
A
Adapting to the military professions requirements, achieving technical proficiency and becoming productive service members.
13
Q
Upon achieving what rank do Airmen begin to exercise limited supervision and leadership while preparing for increased responsibilities and expanding their technical skills?
A
SrA.
14
Q
The ___ tier of the enlisted force structure includes SSgts and TSgts serving as first-line supervisors while becoming expert hands-on technicians.
A
NCO tier.
15
Q
What are the three major responsibilities of NCOs?
A
1) Ensuring their team members work together; 2) developing their subordinates into the future’s NCOs; and 3) continuing to develop their own leadership skills.
16
Q
Which tier of the enlisted force structure includes MSgts, SMSgts and CMSgts who are critical to the Air Force’s ability to project air power?
A
The SNCO tier.
17
Q
What should be the primary focus for those in the SNCO tier of the enlisted force structure?
A
Accomplishing the mission by skillfully using and developing teams, as well as participating in the decision making process appropriately.
18
Q
The three enlisted leadership and development levels apply to all members of the enlisted force. What are they?
A
1) Tactical; 2) operational; and 3) strategic.
19
Q
The tactical level of the enlisted leadership and development normally applies to members in what ranks?
A
AB through TSgt.
20
Q
What is the primary focus of the tactical level of enlisted leadership and development?
A
Accomplishing all assigned work as efficiently as possible using the personnel and resources available.
21
Q
At what enlisted leadership and developmental level do SNCOs (typically working at the Numbered Air Force (NAF) level and below) transition from expert technicians and first-line supervisors to leaders with broader responsibilities?
A
The operational level.
22
Q
What do SNCOs at the operational level of the enlisted leadership and development continue to develop?
A
The expertise, experience, and management and leadership skills to convert direction into mission accomplishment.
23
Q
The majority of the enlisted force spends their entire careers at the ___ and ___ levels of the enlisted leadership and development, where their natural strengths of competencies, experience and day-to-day mission focus are required.
A
Tactical and operational levels.
24
Q
CMSgts (and few other SNCOs assigned to higher HQ) serve in what positions that constitute the strategic level of enlisted leadership and development?
A
Key leadership positions at the DoD, Headquarters Air Force (HAF), MAJCOMs, Direct Reporting Units (DRU) and select agencies and HQ.
25
What abilities do SNCOs serving at the strategic level of enlisted leadership and development continue to develop?
Their knowledge of Air Force institutional management processes and challenges, ability to advise senior leaders, participation in top-level decision making processes, drafting policies, managing career fields and leading far-reaching programs.
26
What is the primary focus of the strategic level of enlisted leadership and development?
Strategic leadership and management of the force that satisfies current and future requirements.
27
Name four general junior enlisted Airmen responsibilities.
1) accepting and executing all duties, instructions, responsibilities and lawful orders in a timely, efficient manner; 2) being effective followers; 3) placing official duty requirements and responsibilities above their personal desires; and 4) issuing lawful orders if placed in charge of a work activity or other Airmen.
28
To attain and maintain the highest level of personal readiness and meet Air and Space Expeditionary Force (AEF) mission requirements, Airmen must be ready to accomplish the mission in what five ways?
1) Technically; 2) physically; 3) mentally; 4) spiritually; and 5) by meeting all redeployment requirements if postured to deploy.
29
How can junior enlisted Airmen be technically ready to accomplish the mission?
Have a skill level commensurate with their rank and maintain a high degree of proficiency in their specialty.
30
How can junior enlisted Airmen be physically ready to accomplish the mission?
Maintain good physical condition, meet Air Force fitness standards and participate in the Air Force Fitness Program.
31
How can junior enlisted Airmen be mentally ready to accomplish the mission?
Deal with issues that detract from mission focus, diminish motivation, erode positive attitudes and reduce the quality of their work. (Seek help if necessary.)
32
What kinds of issues can detract from mental readiness?
Quality of life, financial problems, sexual harassment, discrimination, stress, marital problems and substance abuse.
33
If a junior enlisted Airmen is having difficulty dealing with an issue that detracts from mental readiness, he or she can seek assistance from whom?
His or her supervisory chain, first sergeant, commander, chaplain or an appropriate referral agency. (Airmen are expected to take positive steps to resolve these issues responsibly.)
34
What ist he Air Force's policy regarding discrimination and sexual harassment?
"Zero tolerance."
35
To whom should junior enlisted Airmen immediately report anyone who may be exhibiting suicidal behavior?
Their supervisory chain, first sergeant or commander. (Fellow Airmen are extremely important in suicide prevention.)
36
How can junior enlisted Airmen be spiritually ready to accomplish the mission?
Develop the personal qualities needed to get through times of stress, hardship and tragedy.
37
Spiritual readiness always includes religious activities. (T/F)
Fales. (It may or may not include religious captivities.)
38
Junior enlisted Airmen should correct personnel who violate what military standards?
Professional behavior, military bearing, respect for authority and dress and appearance.
39
___ are primarily learners operating at the tactical level of enlisted leadership and development. They can perform basic tasks under close supervision at their first duty station.
ABs
40
Amn, operating at the ___ level of enlisted leadership and development, should understand and conform to military standards, customs and courtesies.
Tactical.
41
Although Amn remain focused on learning and require significant supervision and support, what should they begin to show?
Basic task proficiency.
42
What is required of an A1C?
He or she must master many skills while becoming an effective team member. (A1Cs must fully comply with Air Force standards.)
43
A1Cs operate at the tactical level of enlisted leadership and development and no longer require supervision to progress. (T/F)
False. (They required continued supervision.)
44
SrA establish themselves as effective first-line supervisors with whose guidance and assistance?
The NCOs above them.
45
When may SrA become reporting officials?
After completing ALS.
46
How are SrA commonly used?
As skilled technicians and trainers operating at the tactical level.
47
Name several general NCO responsibilities.
Any one of the following: 1) accept and execute all duties, instructions, responsibilities and lawful orders in a timely, efficient manner; 2) be effective leaders and followers; 3) maintain the highest level or readiness technically, physically, mentally and spiritually; 4) prepare themselves and their subordinates to meet all redeployment requirements; 5) accept the responsibility and accountability that comes with leadership; 6) support and explain leaders' decisions; 7) stay involved with their personnel on a daily basis; 8) epitomize excellence and lead by example; 9) provide career counseling to subordinates; 10) promote a culture of flexible Airmen able to master many tasks; 11) secure and promote PME and professional enhancement for themselves and their subordinates; and 12) promote organizational esprit de corps and foster good community relations.
48
What is an NCO's primary purpose?
To be a skilled technician in his or her assigned specialty and build, prepare and lead teams to accomplish the mission.
49
How should NCOs monitor and address their subordinates' mental readiness?
By 1) helping them identify and resolve their personal, financial, marital, alcohol and stress related problems; 2) actively supporting the "zero-tolerance" policy for discrimination and sexual harassment; 3) watching for signs of suicidal behavior; 4) familiarizing themselves with the off-duty opportunities and living conditions of their subordinates; and 5) recognizing and rewarding individuals whose military conduct and duty performance exceed standards and holding subordinates who do not meet them accountable.
50
___ are often in the best position to detect early indications of personal, financial, marital, alcohol and stress related problems in their subordinates and are key to identifying, addressing and resolving them.
Supervisors. (They must stay involved and be supportive as their subordinates struggle to resolve these problems.)
51
What should an NCO do if he or she notices a person is exhibiting possible suicidal behavior?
Ask the person directly if he or she is thinking of hurting him or herself, then immediately seek assistance from the first sergeant, commander, security forces, chaplain, life skills support center or medical personnel. Remain with the individual until relieved by the proper authority.
52
How should NCOs help their subordinates become spiritually ready to accomplish the mission?
Provide assistance to subordinates who struggle with their spiritual readiness through the chaplain, life skills support center or other support agencies.
53
In addition to meeting redeployment requirements when postured to deploy, what must NCOs do to ensure deployment readiness?
They must educate and assist subordinates with deployment preparation and correct and counsel those who do not meet deployment readiness standards.
54
Responsibility and accountability increase commensurate with ___.
Grade.
55
Within the enlisted grades, how do NCOs take rank and precedence over all junior enlisted Airmen and other NCOs?
According to rank.
56
Within the same grade, how is rank and precedence determined?
By 1) Date of Rank (DOR); 2) Total Active Federal Military Service Date (TAFMSD); 3) pay date; and 4) Date of Birth (DOB).
57
One way that NCOs demonstrate responsibility and accountability is b 1) understanding the Air Force core values, the Airmen's Creed and the Air Force symbol. Name two other ways.
Any two of the following: 2) staying informed on issues affecting the Air Force via social media sites and email without discrediting the Air Force or compromising operation security; 3) monitoring individuals and group dynamics that affect readiness and safety; 4) maintaining "zero tolerance" environment regarding behaviors that prevent Airmen from achieving their full potential.
58
At a minimum, when must an NCO provide career counseling to subordinates?
In conjunction with performance feedback counseling or when a subordinate comes up for a quality review under the Selective Reenlistment Program (SRP).
59
Commanders may place NCOs in charge of more senior NCOs of the same grade. (T/F)
True. (These NCOs are then authorized to issue lawful orders. Failure to obey violates Article 92, UCMJ.)
60
Name two ways NCOs can promote a culture of flexible Airmen.
Consider for themselves and encourage subordinates to 1) retrain into Air Force shortage career fields, when appropriate; and 2) serve in special duties, such as military training instructor, PME instructor, recruiter, etc.
61
SSgts strive to develop greater supervisory and technical competence. Operating at the tactical level of enlisted leadership and development, what do they require?
Opportunities to demonstrate growth as leaders.
62
___, technical experts in their specialities, develop and supervise their assigned enlisted personnel and operate at the tactical level of enlisted leadership and development.
TSgts.
63
What are the general responsibilities of SNCOs?
In addition to meeting NCO responsibilities, they must 1) provide highly effective leadership; 2) translate leader directions for their teams; 3) be active, visible leaders; 4) help leadership make informed decisions; 5) support development of Company Grade Officers (CGO); 6) epitomize excellence, professionalism and competence; 7) ensure efficient and effective use of resources; 8) promote a culture of flexible Airmen who adapt o evolving requirements throughout their careers; 9) continue professional development through a variety of means; and 10) promote organizational esprit de corps and foster good community relations.
64
Why should SNCOs study their leaders' decisions?
To understand their leaders' rationale and goals in order to fully leverage their own personal experience and knowledge to more effectively accomplish the mission.
65
How can SNCOs support the development of Company Grade Officers (CGO)?
By sharing knowledge and experience, as appropriate, to meet their organization's challenges.
66
How do SNCOs ensure the efficient use of resources?
By planning resource utilization, replenishment and budget allocation to ensure personnel have the equipment and resources necessary to effectively accomplish the mission.
67
How can SNCOs continue their professional development?
Through professional reading, voluntary CDC's, lectures, off-duty education and leadership seminars. (Personal professional growth never ends.)
68
___ transition from technical experts and first -line supervisors to leaders and managers normally working at the operational level of enlisted leadership and development.
MSgts.
69
Members in which rank, normally at the oration level of enlisted leadership and development, are experienced leaders continuing to develop their skills by preparing for expanded responsibilities and higher leadership positions?
SMSgts.
70
What are the distinctive roles CMSgts may hold, serving at either the operational or strategic levels of enlisted leadership and development?
Commandants, superintendents, program managers, Command Chief Mater Sergeants (CCM), functional managers and career field managers.
71
Only the very best NCOs - those who epitomize the finest qualities of military leadership - are selected as CMSgts. What do they bring to their organizations?
Substantial institutional, operational and functional experience, as well as strong leadership skills.
72
Enlisted duty titles enable rapid identification of a person's role and level of responsibility. How are they assigned?
Based on the scope of responsibility and duties performed. (A consistent, standard approach is important to ensure the titles are meaningful.)
73
List the either fficial authorized duty titles in the enlisted force (excluding special SNCO duty positions.)
1) Supervisor, 2) NCOIC; 3) Section Chief; 4) Flight Chief; 5) Squadron Superintendent; 6) Superintendent; 7) Manager; and 8) Chief.
74
What are the prerequisites for the title of Supervisor?
Must be at least a SrA, An Airman Leadership School (ALS) graduate and supervise the work of others.
75
What enlisted duty title is used only for someone who is in charge of a work center or element, has subordinate supervisors and whose primary duty is program or functional management, even if he or she does not directly supervise personnel?
NCOIC.
76
What determines the rank of a section chief or flight chief?
The size of the section or flight. (number of enlisted personnel, number of wok center and scope of responsibilities.)
77
What enlisted duty title is given the enlisted leader of a squadron?
Squadron Superintendent. (Usually a CMSgt, buy may occasionally be a SMSgt or MSgt.)
78
What enlisted duty title is given to SNCOs in charge of a group- or wing-level functions, or who oversee functions within the squadron?
Superintendent.
79
Managers and Chiefs are program, project or policy manager at what levels?
Numbered Air Force (NAF), MAJCOM, Direct Reporting Unit (DRU), Field Operating Agency (FOA), Joint Staff or Air Staff levels.
80
Managers and Chiefs may be the enlisted leader of the branch, division or ____.
Directorate. (They may or may not have personnel working for them.)
81
List several special SNCO positions.
First Sergeant group superintendent, enlisted academy commandant, enlisted MAJCOM Functional Manager (MFM), Air Force Career Field Manager (AFCFM), Command Chief Master Sergeant (CCM) and CMASF.
82
What are the duties of the first sergeant, an expeditionary leader working directly for and deriving authority from the commander?
To 1) be the commanders first link to the unit for all matters concerning enlisted members; 2) provide the commander with a mission-ready enlisted force; 3) be a vital link between the commander, unit personnel and supper agencies; 4) ensure the enlisted force understand the commander's policies, goals and objectives; 5) ensure support agencies are responsive to the needs of the unit personnel and their families; and 6) watch for and resolve issues that would adversely impact Airmen readiness.
83
How is the first sergeant identified on his or her uniform?
With a distinguishing diamond device on the chevron.
84
How long is a tour of duty as a first sergeant?
Three years. (with options to remain up to three more years.)
85
First sergeant duty is considered retraining. (T/F)
False. (SNCOs normally return to their previous career field with the knowledge and experience they gained.)
86
What unique SNCO position is filled by CMSgts who are enlisted leaders at the group level?
Group Superintendent.
87
What are the duties of the group superintendent?
To 1) provide leadership and manage assigned personnel to effectively achieve the organizations mission; 2) manage and direct resource activities; 3) interpret and enforce policies and applicable directives; 4) recommend and initiate actions to improve organizational effectiveness and efficiency; and 5) resolve issues between subordinate squadrons, other groups, wing staff and outside agencies.
88
Enlisted academy commandants are SNCOs. Where do they serve?
Each ALS, NCOA, the Air Force SNCOA and the First Sergeant Academy.
89
What are the duties of enlisted academy commandants?
They 1) implement and enforce policies, procedures and directives; 2) analyze data and provide direction and vision; and 3) coordinate visits from high-ranking leadership.
90
What is the role of the Vice Commandant, Thomas N. Barnes for Enlisted Education (BCEE)?
He or she provides leadership, guidance and direction to PME faculty support staff and strategic planning and policy to BCEE schools.
91
Enlisted MAJCOM Functional Managers (MFM) manage enlisted career fields for MAJCOMs. What are their duties?
They 1) serve as MAJCOM liaisons for their Air Force Career Field Managers (AFCFM); 2) monitor their career field health and manning within their command and elevate concerns to their AFCFM; 3) manage command training; 4) coordinated associated issues with MAJCOM staff and the AFCFM; 5) disseminate policies and program requirements throughout the MAJCOM; 6) ensure proper command prioritization of personnel resources; and 7) provide expertise to Air Education and Training Command (AETC) to develop new training programs or improve existing ones.
92
Where do enlisted Air Force Career Field Managers (AFCFM) usually serve?
On the Air Staff.
93
What are the responsibilities of the Air Force Career Field Manager (AFCFM)?
To 1) organize and manage one or more enlisted career fields; 2) establish career field entry requirements; 3) manage trained personnel requirements and manning; 4) develop and manage career-long training plan requirements and programs; 5) construct viable career paths; 6) evaluate training effectiveness; 7) monitor career field health and manning; 8) provide input on personnel policies and programs; 9) develop force management policies and programs; 10) develop contingency planning policies; 11) validate deployment requirements and workforce availability; 12) ensure their career fields are responsive to current and future Air force needs; and 13) communicate directly with other Air Staff offices, MAJCOM, enlisted career field representatives and Air Education and Training Command (AETC) training managers.
94
Command Chief Master Sergeants (CCM) serve at what organizational level(s)?
MAJCOM, wing and other authorized organizational levels.
95
What are duties of a Command Chief Master Sergeant (CCM)?
To 1) lead the enlisted force; 2) advise commanders on matters impacting the enlisted force; 3) monitor compliance with Air Force standards; 4) serve on advisory councils; 5) have a close relationship with the community; 6) maintain a liaison between their commander, the enlisted force and staff members; 7) communicate with commanders regarding problems, concerns, morale and enlisted force attitudes; 8) ensure the enlisted force knows and understand the commander's policies; and ) serve as functional manager for assigned first sergeants.
96
Command Chief Master Sergeants (CCM) do not wear a distinctive chevron (T/F)
False.
97
In 1964, Air Force leadership rejected the idea of creating a(n) ____ position, fearing it would undermine the formal chain of command.
CMSAF.
98
Why did the Air Force create the CMSAF position in 1966?
It realized the tremendous support behind the failed congressional bill mandating that each service appoint an SNCO as a Senior Enlisted Advisor (SEA).
99
Describe the unique insignia of the CMSAF.
It has a wreath around the star and an eagle and two stars in the chevron.
100
Who became the first CMSAF, the senior-ranking enlisted member of the Air Force, in April 1967?
Chief Paul W. Airey.
101
Which CMSAF helped create the WAPS, served as an aerial gunner on B-24 bombers in Europe during WWII, was held prisoner by the Germans for almost a year and was awarded the Legion of Merit during the Korean Conflict?
Paul W. Airey. (April 1967-July 1969).
102
_____ served as CMSAF from August 1969-September 1971. He worked to help support his mother and pay tuition prior to being drafted into the Army Air Corps, serving as an armament and gunnery instructor and in the personnel career field. As CMSAF, he focused on resolving racial tensions, assignment concerns and promotion problems?
Donald L. Harlow. (He was known for his no-nonsense approach and ability to listen)
103
The third CMSAF grew up on an Iowa farm during the Great Depression and Dust Bowl years. After he was drafted into the Army in 1945, he served in France at the end of WWII. Known as "the GI's man in Washington," he focused on increasing opportunities for NCO professional development as CMSAF. Who was he?
Richard D. Kisling. (October 1971-September 1973)
104
Which CMASF, whose tenure was extended for two years, was the first African-American to serve in the highest enlisted post of any military service, worked to ensure equality among the ranks and races, and broke down barriers for women in the Air Force.
Thomas N. Barnes. (October 1973-July 1977)
105
The fifth CMSAF, ___, enlisted to travel and learn a skill. He educated the force on the hazards of substance abuse (SA) and addressed low morale, weak military public image, quality of life and prejudices against minorities and women.
Robert D. Gaylor. (August 1977 - July 1979)
106
Although he had considered a vocation in the priesthood, this CMSAF held many positions in PME, military training and personnel. He was selected as one of 12 Outstanding Airmen of the Year in 1974 and worked to improve recruiting and retention rates, as well as the entire PME system as CMSAF. Who was he?
James M. McCoy. (August 1979 - July 1981)
107
Which CMSAF served nearly 14 years in the military police force after enlisting out of patriotism and a desire to expand, traveled extensively as CMSAF to know the issues firsthand, and focused on cultural change within the Air Force?
Arthur L. "Bud" Andrews. (August 1981 - July 1983)
108
____ entered the Air Force as a ground weather equipment operator, became the youngest 7-level in his career field and was a member of the first SNCOA class. He obtained approval for the John Levitow Award for each level of PMA and established the First Sergeant of the Year Program Air Force-wide.
Sam E. Parish. (August 1983 - June 1986)
109
Disqualified from flight school because of high frequency hearing loss, this CMSAF set his sights on becoming CMSAF while serving in Vietnam. He was the sole enlisted member on the President's Commission on Military Compensation, created the EPR and performance feedback systems, and believed that giving more responsibility to Airmen would attract and retain higher quality people. Who was he?
James C. Binnicker. (July 1986 - July 1990)
110
After playing in minor league baseball, this CMSAF served as an aircraft mechanic and military training instructor, taking part in the first Ability to Survive and Operate (ATSO) exercise in a chemical environment. He worked to avoid involuntary separations during the Air Force downsizing and created enlisted career paths similar to the officer career model. Who was he?
Gary R. Pfingston. (August 1990 - October 1994)
111
Once his supervisor at his first base turned his attitude around, ___ sought challenges throughout his career. As CMSAF, he successfully fought a proposed reduction in retirement pay, gave each Airman an individual room in the dormitory, and advised Airmen to be honest and keep their promises.
David J. Campanale. (October 1994- November 1996)
112
Which CMSAF served as the US Air Forces in Europe (USAFE) Senior Enlisted Advisor (SEA) during Operation Joint Endeavor in Bosnia, crafter the NCO Professional Development Seminar and Warrior Week in basic training, and focused n culture change as the Air Force became an expeditionary force?
Eric W. Benken. (November 1996 - August 1999)
113
Which CMSAF began his career in the "bomb dumps" as a missile maintenance crew chief, restructured the PME program, implemented the procedures to create the ALS and allowed MSgts to attend SNCOA? He also streamlined the Command Chief Master Sergeant (CCM) selection process, giving commanders more flexibility, and ensured the development of future-focused leaders.
Frederick J. "Jim" Finch (August 1999 - June 2002)
114
Often recognized for performance and leadership, this CMSAF was promoted to SrA below the Zone (BTZ). He refocused Basic Military Training (BMT) and PME toward expeditionary combat principles, developed a new physical fitness program, and balanced the enlisted force structure. Who was he?
Gerald R. Murray. (July 2002 - June 2006)
115
Trained as a medical technician and aircraft maintenance specialist, ___ served as the PACAF Command Chief Master Sergeant (CCM) before becoming the CMSAF in June 2006. He helped make the first major changes to feedback and performance report forms since 1990, encouraged Airmen to earn their CCAF degree earlier in their career, created the Enlisted Heroes Walk, and brought back the enlisted collar brass and Good Conduct Medal.
Rodney J. McKinley (June 2006 - June 2009)
116
The 16th CMSAF, ____, served in civil engineer positions and as a Command Chief Master Sergeant (CCM) at multiple levels, helped build a culture of resiliency within Airmen and their families, focused on developing Airmen through training, education and experience, and improved Distance Learning (DL) opportunities.
James A. Roy (June 2009 - January 2013)
117
Who is the current CMSAF?
James A. Cody (He entered the Air Force as an air traffic controller, served as Command Chief Master Sergeant (CCM) at multiple levels, and most recently served as the CCM for Air Education and Training Command (AETC).)
118
The term "Airmen" refers to members in which Air Force ranks?
All ranks from AB to the four-star general
119
____ is the mindset or attitude about belonging to the Profession of Arms that is reflected in our behavior.
Airmanship. (A mindset predetermines our responses and interpretations of situations.)
120
Name three hallmarks of the airmanship mindset.
1) Beliefs in and commitment to the oath of enlistment; 2) embracement of Air Force core values as your own; and 3) willingness to fulfill all NCO responsibilities.
121
Adhering to and enforcing standards; impeccable wear of the uniform, readiness to perform mission objectives and perpetuating the Air Force culture all give a clear picture of what we expect Airman behavior to look like. (T/F)
True. (Proudly exhibit the highest level of professionalism)
122
The We Are All Recruiters (WEAR) program grants up to ____ days permissive TDY to participate in an approved event that directly helps recruiting efforts.
12 days.
123
We Are All Recruiters (WEAR) events can provide leads for recruiters as Air Force personnel interact with and educate the public about the air Force. (T/F)
True. (WEAR events augment limited recruiting resources and advertising dollars.)
124
What do Air Force members do in Recruiter Assistance Programs (RAP)?
Bring the Air Force story to their hometowns or prior residence by helping local recruiters make contacts and develop leads. (any active duty member may apply.)
125
What may be granted to those desiring to positively impact recruiting by participating in Recruiters Assistance Programs (RAP)?
Up to 12 days of non-chargeable leave, including one weekend.
