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Comprehensive Leadership Guide: 100 ARW Safety Office

This guide outlines leadership style, performance feedback process, decision making, communication processes, conflict resolution, and change management within the 100 ARW Safety Office. It emphasizes coaching, open-door policy, chain of command, performance development, and internal and external communication processes. Conflict resolution procedures for co-workers and supervisors are outlined, along with a structured change management process. The guide aims to establish clear expectations, promote effective communication, and navigate conflicts and changes within the office.

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Comprehensive Leadership Guide: 100 ARW Safety Office

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  1. Introduction to the 100 ARW Safety Office Jason Thigpen LEAD 520 Final Project

  2. Leadership Style • Coaching • My style is more of bring you along rather than directive at first. • However, as time goes on expectations will change and I will expect more, so there will be less coaching. • Open Door Policy • Everyone says that, but I am here for you, if you need me come get me. • I also need to know how I am doing, if there is areas that you see a need for improvement come in and talk.

  3. Chain of Command • 100 Air Refueling Wing Commander • 100 Air Refueling Wing Chief of Safety • 100 Air Refueling Wing Ground Safety Manager • 100 Air Refueling Wing Ground Safety Non Commissioned Officer In Charge (ME) • 100 Air Refueling Wing Ground Safety Technicians • 100 Air Refueling Wing Unit Safety Representatives

  4. Performance Feedback Process • Initial Feedback will be conducted after 30 days of supervision. • Midterm feedback will be conducted after 180 days of supervision. • Midterm will be 360 degree feedback. (you will give me feedback on what is working and what is not and how I can improve as your supervisor) • Annual Evaluation will be conducted after 365 days of supervision. • This is where I will evaluate if you made the milestones that were laid out for you.

  5. Performance Development • Timely feedbacks will be the key to individual performance development. • Weekly training will be conducted: • Individual that is weakest in weekly subject will be the trainer that week. • Team Leadership opportunities: • There will be projects due and each of you will be expected to take lead on these from time to time. • This is to give each of you the opportunity to lead and to develop you leadership abilities.

  6. Decision Making Process and Responsibility • The Process • When faced with a problem we will discuss what the problem actually is. • We will see who has had similar experiences in the past and find out what they did then. • Research what the regulations say about the situation. • If there are interpretation problems we will ask for clarification from higher Head Quarters. • Then we will implement the solution till completion.

  7. Decision Making Process and Responsibility • Decision Making Responsibility: • Ultimately it falls on my shoulders. • Due to the chain of command we are advisors to the Wing Commander, so we have to be right. • Wrong answers and bad decisions are my fault so if I choose not to use your solution it is not personal, so don’t take it personal.

  8. Internal Communication Process • Office Calendar (Outlook) • You need to have your out of office appointments on that calendar so I can know how to accomplish scheduling. • Internal emails • Utilize this as well so that there is a record of communication. • Take Telephone messages • Write down messages and give them to the person who was missed. This is important for timely response to customer questions.

  9. External Communication Process • I’m a big fan of Face to Face communication, but if you talk to someone face to face, email them the contents of the communication so that there is a record of the communication. • Always be professional: • It does not cost anything to be nice • Always be friendly • Always be courteous, no matter how difficult • Maintain your military bearing at all times

  10. Conflict Resolution • Between Co-workers: • I am the front line supervisor so I am the first stop with your conflicts. • Next, if you are unsatisfied with my results, then you will go to the Ground Safety Manager. • If you are unsatisfied with his answer, then you may go to the Chief of Safety. • If you are unsatisfied with that then you may go to the 100 Force Support Squadron First Sergeant. • They will advise you on you options from that point.

  11. Conflict Resolution • With you supervisor • You supervisor is not always right, but you always have to respect their authority and rank, if you don’t then you will lose even if you are right. • You options are you may take it to your supervisors supervisor. • If you are unsatisfied then follow the chain of command up.

  12. Conflict Resolution • External • If you are involved with a conflict with a member from another organization be professional. • Let me know so I can begin communicating with their supervisor. • From this point you are no longer involved and will be advised on how to proceed from this point.

  13. Change Management Process • Change is inevitable: • However, there is a process to changing process so that it is as stress free for your co-workers and customers as possible. • If a process is changed then it must be approved by me. • Second there must be a meeting with your co-workers to make them aware and to train them. • Finally, there must be a meeting with the affected customers to answer their questions and to train them on the changes.

  14. Conclusion • I am new to this office and there will be an adjustment period for both you and me, but I am confident that this will work well for all of us. • I am happy to be here and looking forward to working with you.

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