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pg 6
(C)reators
- focus on possibilities
- spontaneous, exciting, etc...
- offers fresh perspective
- see big picture
- willing to solve problems
- generate new ideas
- Orange temperament
(A)dvancer
- focus on interaction
- positive w/self-confident attitudes
- energetic spt of tm goals
- well-developed promoters
- not easily discouraged
- Blue temperament
(R)efiners
- focus on analysis
- challenge all concepts
- identifies/clarifies problems
- detail-oriented
- off new ideas & alternatives
- Green temperament
(E)xecutor
- focus on realization
- follow up on tm objectives
- implement ideas/solutions
- meticulous in directions
- assertive/independent
- Gold temperament
Flexor
- focuses on everything; combination of other four roles
- able to connect & negotiate w/all types of people
- able to identify whats missing in process and fill in gap
Z PROCESS pg 10
P.E.P. Cycle
pg 10
pg 14
Dimensions of Wellness
Physical - Cardio, respiratory endurance, muscular endurance, etc
Emotional - self-confidence & high self-esteem
Spiritual - whatever may bring you joy
Social
- surround yourself with people who care
Suicide Awareness
-Reasons
-Warning Signs
-Prevalent Problems
Relationship Problems (70%)
Legal Problems (44%)
Financial Problems (29%)
Deployed in previous year (21%)
Receiving psychological services (25%)
-Barriers
-Reactions
Fear
Anxiety
Anger
Dos
Donts
Get Help
Keep secrets
Developing as a Leader pg 6
Leadership Compass: True North. As a leader, it is sometimes difficult to stay on course due to changes in our lives and the effects of external forces.
1. Self-awareness
- getting to know and understand yourself
2. Values & principles - leaders must know their deeply held values, adhere to ethical principles that guide their leadership
3. Motivations
- balance both external and internal motivations
4. Support team
- must recognize their support team (family, co-workers, leaders, subordinates)
5. Integrated life
- integrate and balance every aspect of their life (family life, personal life, professional life, and community & friends)
Leadership Power pg 12
POSITION (given)
PERSONAL (earned)
Coercive
(discipline and accountability)
Referent
(People Person)
Connection
(who you know)
Information
(can find info)
Reward
(pats on the back, days off, etc...)
Expert
(go to person)
Legitimate
(Rank; cannot lose)
10
Elements of Adaptability pg 4
**Must exhibit at least two of three elements to reach an effective level of adaptability**
Cognitive Flexibility - ability to use different thinking strategies & mental frameworks
Emotional Flexibility - ability to vary your approach to dealing w/your own/others emotions
Dispositional Flexibility - ability to remain optimistic and at the same time realistic
Developing Flexibility pg 7
Cognitive Development
Be curious
Accept the difference
Observe
Have a plan
Be resilient
Continuous education
Emotional Development
Support systems
Feedback
Decisiveness
Avoid bulldozing change
Triage
Listen
Collaborate
Change your approach
Face reality
Dispositional Development
Be genuine
Accept change as positive
Adapt your plans
Cast a wide net
Rehearse
Substance Abuse
(UM08)
Stress Management
Stress pg 26
Substance Abuse
-the use of any illicit drug, misuse of prescribed medication, abuse of alcohol.
-pattern of misuse of any substance for non medical purposes that produces a known
health risk/danger to self or others
Five Methods to identify
Self-identification
Commander Referrals
Medical Identification
Substance-Related Incident
Drug Testing
Supervisor Actions
1. Documentation
2. Counseling - encourage self-identification
3. After an incident, immediate referral, documentation and action required.
4. Notify CC and 1st Sgt immediately
5. Involve medical
Outward signs of Substance Abuse
Alcohol on the breath at work
Glazed eyes or trouble focusing
Appearing intoxicated or disoriented during duty hours
Appearing disheveled or hung over at work
Indication of withdrawal, such as tremors, sweating, anxiety, and irritability
Frequent absences from work for vague illnesses
Interpersonal problemswith family, friends, and/or coworkers
Changes in work quality, work quantity, or duty performance
Overly frequent bathroom breaks, sleeping at work, extreme fatigue
Changes in habitsuniform wear, tardiness, forgetfulness
the reaction our bodies experience to an external demand by our continually changing
environment.
Eustress = Positive Stress (stress of winning & achieving; example: promotion)
Distress = Negative Stress (losing, failing, overworking, not coping)
Organizational Factors pg 27
Task Demands - job design, working conditions, physical work layout, hot work center
Role Demands
Role Conflicts - create expectations that may be hard to reconcile or satisfy
Role Ambiguity - individual no sure what their role expectations are
Interpersonal Demands - pressures created by other individuals
Organizational Structure - excessive rules and lack of participation
Organizational Leadership - (CEO) create a culture characterized by tension, fear, and anxiety
Individual Factors pg 28
Physiological Symptoms
Things that happen to the body (ulcers, headaches)
Behavioral Symptoms
Actions, decisions, behaviors (eating habits, increased smoking, increased alcohol)
Psychological Symptoms
Things that happen in the mind (irritability, boredom, tension, anxiety, procrastination)
Resource
Stewardship (UM06)
Requirement Determination
Performance Management pg 15
Productivity Enhancement Capital Investment (PECI) Program
Air Force Innovative Development Through Employee Awareness (IDEA) Program
1.Antideficiency Act: Prohibits from involving the government in a contract or obligation for the payment of money before
an appropriation is made unless authorized by law. Prohibits against over obligating or overspending an appropriation.
2. Antideficiency Act Violations: An act that results in exceeding limitations [misuse] of funds authorized and appropriated
by Congress in support of contract obligations.
3.Budget Allocation: Funding document, which represents cash for commitment or obligation that is issued by SAF/FMB
to a major command or field operating agency.
4. Budget Allotment: Similar to a budget allocation except that it is issued by major commands or field operating agencies
to subordinate units.
5.Continuing Resolution Authority (CRA): Fiscal law authority that allows the government to continue operations at a
minimum level for a specific amount of time, usually a few days to a few weeks. Units typically receive funding authority
for approximately 80% of the previous years budget amount.
6. Cost Center (CC): The organization that gathers and distributes cost data.
7.Cost Center Manager (CCM): Regulates the daily use of work hours, supplies, equipment, and services in producing or
doing things.
8. Financial Execution Plan (FEP): Ensures an equitable distribution of the President's Budget (PB) for the next fiscal year
consistent with accomplishing Air Force program objectives.
9.Financial Management Board (FMB): The senior advisory committee chaired by the Commander or Deputy
Commander and includes group commander level members and the Comptroller, Directors, and special staffs
10. Financial Working Group (FWG): Reviews program and cost factors, compares actual with prior year costs, reviews
justifications, periodically evaluates performance against estimates, and submits a recommended financial plan to the FMB
11.Milestones Associated with Budgeting Process: Significant events in the budgeting process. (CRA, BER, End-ofQuarter, Close-out, etc.)
12. Obligation: A legal binding agreement between the government and another party. The Air Force has entered a
contractual obligation; however, no goods or services have yet been received.
13.Program Objective Memorandum (POM): Biennial memorandum submitted to the Secretary of Defense from each
Military Department and Defense agency.
14. Resource Advisors (RA): Budget representative for an organization.
15.Responsibility Center Manager (RCM): Heads an organization that plans, organizes, directs, and coordinates activities
of subordinate organizations and functions.
16. Timelines Associated with Budgeting Process: Submission deadlines associated with quarterly and annual budget
requirements.
Discipline
- A state of training resulting in orderly conduct. Not meant to be negative but to train or guide an
individual toward improving performance or behavior
Military Discipline
- Mental Attitude and state of training which renders obedience instinctive under all conditions
Imposed Discipline
- Enforced obedience to legal orders and regulations.
- (essential to combat or in emergencies. No time to explain)
Self-Discipline
-Willing and instinctive sense of responsibility that reflects our personal commitment and sense of
duty.
- (getting to work on time)
Task Discipline
- Requires a strong sense of responsibility in performing our jobs to the best of our abilities.
- (staying late to knock out a project)
Group Discipline
- Pull our own weight. At times, deny personal preferences for the good of our unit
Discipline (UM07)
Discipline Model pg 8
DM 1: Prevention
- set clear standards
- establishing a rapport
- establishing a climate of accountability
DM 2: Correction
- feedback (formal and informal)
- verbal & written counseling, admonishment & reprimand
- UIF
- control rosters
DM 3: Punishment
- Commander or G-series orders officers
Unit Discipline
-A state of order and obedience. demands habitual but reasoned obedience that preserves
initiative and functions even in the absence of the commanders.
- (Not about me but about we)
Adverse Administration Actions
-Improve, correct, and instruct those who depart from standards of performance, conduct,
bearing, and integrity and whose actions degrade the individual and unit's mission.
Presumptions of Innocence
Protection from Compulsory Self-Incriminated
Pretrial Investigation
Representation by Counsel
Fail and Impartial Trail
Right of Appel
Protection from double jeopardy
Feedback vs Counseling
Interpersonal
Communication
(MC03)
Counseling Guidelines
1.
2.
3.
4.
5.
6.
7.
8.
Knowing Yourself Joharis Window (things you dont know about yourself)
Knowing Others Temperaments vs. Strengths
The Message
The Situation
The Setting
Counseling Mistakes
- Operating on personal likes/dislikes
- Using stereotypes, personal biases, and prejudices
- Making a rash judgement
- Loss of emotional control
- Improper (or no) follow-up
Subordinate-centered counseling
Active listening
-80% of communication is nonverbal
-Notice voice tone, eye contact, facial expression, and
appearance
Responding
- Use appropriate eye contact and gestures.
- Check understanding w/out talking too much
- Summarize, interpret, and question
Questioning
- Keep majority of questions open ended
Silence
- Stay silent for a short period to get someone to open up.
8
Sexual Assault
and Prevention
UNRESTRICTED
Confidential
No
Eligibility
All personnel
Law enforcement
investigation
No
Yes
Command
Involvement
No
Yes
Medical Exam
Forensic Exam
Yes
Medical Services
Available
Forensic Exam
Counseling
Services
Available
Available
Victim Advocate
Services
Available
Available
Sexual Harassment pg 39
- submission to such conduct is made explicitly or implicitly a term of condition or a persons job, pay, or career.
- Submission to or rejection of such conduct by a person is used as a basis for career or employment decisions affecting
that person.
- Such conduct has the purpose or effect or unreasonably interfering with an individuals performance or creates an
intimidating, hostile, or offensive working environment.
DONT:
- judge
Sources of Conflict pg 4
1. Communication
2. Interest
3. Structural
- Size
- Participation
- Line-Staff Distinctions: (Line = long-range goals) (Staff = short-range goals)
- Rewards
- Resource Interdependence
4. Personal Behavior
- Values
- Perceptions
- Personalities
5. Worldview
- Conformity
- Achievement
- Tradition
- Power
- Universalism
- Self-direction
- Security
Negotiating (UM05)
Active Listening pg 18
Minimal Encouragements
Paraphrasing
Emotion Labeling
Mirroring (or Reflecting)
Open-Ended Questions
I Messages
Effective Pauses