Scenario 1 of 15
Your section's monthly four-hour training block has been cancelled three months running so that the section could meet the production targets your commander set for the quarter. The technical sergeant who runs the training tells you that two of the newer airmen will be overdue on a required qualification next month if the block is cancelled again, and that the others are slipping. The targets stand for the rest of the quarter. Six weeks of it remain.
Mark the most effective and the least effective action.
- Restore the full block from this month, and tell the commander at next week's staff meeting what it cost against the quarter's target
- Pull the two airmen closest to overdue off production for the hours they need, and keep the block cancelled until the quarter ends
- Ask the commander today to release the newer airmen from production for this month's block, and hold the target with the rest
- Keep the block cancelled for the six weeks the targets stand, and catch the two qualifications up in the lull that follows the quarter
- Propose to the technical sergeant that he train the newer airmen on the job while production runs, and look at the results together after the quarter
Show the answer
Most effective: Ask the commander today to release the newer airmen from production for this month's block, and hold the target with the rest
Least effective: Keep the block cancelled for the six weeks the targets stand, and catch the two qualifications up in the lull that follows the quarter
Asking the commander today to release the newer airmen meets the requirement this month, at the smallest cost to his target, and asks rather than tells.
Keeping the block cancelled lets two airmen go overdue on the promise of a lull that three cancelled months have not produced.
Pulling only the two closest to overdue leaves the rest slipping; restoring the full block cuts the target on the officer's own authority; on-the-job training is a hope checked after the deadline.
Scenario 2 of 15
You are leaving your office for a meeting with your commander that starts in five minutes. An airman from your flight stops you at the door and asks whether he can talk to you about something personal. He says that it is not an emergency, but he looks shaken. You have not had much contact with him before.
Mark the most effective and the least effective action.
- Ask him to put it in an e-mail, so that you can read it properly tonight
- Give him the five minutes you have now, and see afterward whether more is needed
- Say that you want to hear it properly, and fix a time right after your meeting
- Walk him to his supervisor on your way, as the person best placed to hear him first
- Tell him that you have to go, and that you will come and find him once you are out
Show the answer
Most effective: Say that you want to hear it properly, and fix a time right after your meeting
Least effective: Ask him to put it in an e-mail, so that you can read it properly tonight
Saying it deserves a proper hearing and fixing a time right after the meeting takes him seriously and gives him full attention soon.
Asking for an e-mail turns something personal, from a shaken airman, into a written task and a record he never asked for.
Promising to find him later gives him no time to count on; five minutes now opens a personal matter only to cut it short; his supervisor is not the one he chose, and may be the subject.
Scenario 3 of 15
Two months after taking over your section, you notice that paper sign-in sheets are retyped into a spreadsheet every week, which costs about six hours. Your NCO in charge, who runs the process, says it was set up two years ago, before his time, in answer to an audit finding that is on file in the squadron. He has never read the finding, and neither have you.
Mark the most effective and the least effective action.
- Ask the NCO to pull the finding and propose a shorter process, since he is the one who runs it
- Drop the retyping step now, and keep the paper sheets as the record of who signed in
- Read the finding with the NCO this week, and work out together a shorter process that still meets it
- Leave the process as it is, and look at it again when the next audit comes around
- Have the NCO trim the steps he finds unnecessary, then check what he cut against the finding
Show the answer
Most effective: Read the finding with the NCO this week, and work out together a shorter process that still meets it
Least effective: Drop the retyping step now, and keep the paper sheets as the record of who signed in
Reading the finding with the NCO this week, then shortening the process together, learns the requirement before anything changes.
Dropping the retyping step now removes a control born of an audit finding that nobody has read.
Leaving the NCO to pull the finding means approving a change to a requirement the officer never read; trimming first puts the check after the cut; waiting for the next audit keeps spending six hours a week.
Scenario 4 of 15
This morning, at your first stand-up as commander of a flight of twenty-two, your flight chief, a master sergeant who has run the flight for three years, introduced you to the flight. He ended by telling them that nothing would change and that the lieutenant would learn how the flight does things, and the flight laughed with him. He is well liked, and the flight's work is good. You had not discussed with him what either of you would say. Your first decision as flight commander, on next month's shift roster, is due to the squadron on Friday.
Mark the most effective and the least effective action.
- Let it stand, and settle with him in his office straight after what each of you says to the flight from now on
- Add one sentence in the room, that you will learn the flight and that some things will change with you, and leave it at that
- Accept it: a chief of his experience has earned it, and the flight will see how you work soon enough
- Say nothing about it now, and take it up with him at the end of the week, once the roster decision is made
- Leave it until you know the flight better, in a month or so, and raise it with him then
Show the answer
Most effective: Let it stand, and settle with him in his office straight after what each of you says to the flight from now on
Least effective: Accept it: a chief of his experience has earned it, and the flight will see how you work soon enough
Letting it stand and settling with the chief in his office straight after answers him the same morning, out of the flight's sight, with his standing intact.
Accepting it lets the chief's words become the flight's view of its new officer, with the officer's consent, and nothing is ever said to him.
A sentence in the room corrects, in front of the flight, a chief who has run it for three years; the end of the week comes after the roster decision; a month later comes after a month of decisions on his terms.
Scenario 5 of 15
Your commander has shared with his flight commanders a draft list of names for a six-month deployment that starts in the spring. He asked that it not be discussed until he announces it, which he plans to do on Friday. One of your airmen is on the list. On Tuesday this airman mentions that on Monday he will pay in full for a family trip in the spring, and that the payment cannot be refunded. Draft lists sometimes change before they are announced.
Mark the most effective and the least effective action.
- Tell him in confidence that his name is on a draft list, and ask him to keep it to himself
- Wait for the announcement on Friday, as it comes before he pays, and go to your commander only if it slips
- Tell your commander about the payment today, since only he can have the airman told before Monday
- Advise him, without giving a reason, to hold off on any large payment until the end of next week
- Tell him and his supervisor about the list now, so that the shop can start planning around his absence
Show the answer
Most effective: Tell your commander about the payment today, since only he can have the airman told before Monday
Least effective: Tell him and his supervisor about the list now, so that the shop can start planning around his absence
Telling the commander about the payment today brings the one missing fact to the owner of the list, who alone can have the airman told before Monday.
Telling the airman and his supervisor spreads a draft the commander asked to keep closed, to someone with no need to know yet.
Waiting for Friday bets the airman's money on the announcement not slipping; advising him to hold off without a reason is a leak in disguise; telling him in confidence breaks the request outright.
Scenario 6 of 15
Your commander told the group commander at last week's staff meeting that your section's rewiring of the group's training room would be finished by the fifteenth, a date he had from you. Today is the eighth. This morning your flight chief tells you that the control panel the job needs is now due on the nineteenth, and that the section can finish four days after it arrives. Your commander is at a conference out of state until Thursday, reachable by e-mail and by his phone, and the operations officer is acting for him.
Mark the most effective and the least effective action.
- Wait for Thursday, and tell him in person, with the new date and what you propose he tells the group
- Tell the group's project officer today that the date moves to the twenty-third, and tell the commander on Thursday
- Tell the group's project officer today that the date moves to the twenty-third, and let the commander hear it from the group
- Take it to the operations officer today, with the new date and your plan, and ask him whether the commander should hear it now or wait for Thursday
- E-mail your commander at the conference today with the new finish date and a line he can give the group, copying the operations officer
Show the answer
Most effective: E-mail your commander at the conference today with the new finish date and a line he can give the group, copying the operations officer
Least effective: Tell the group's project officer today that the date moves to the twenty-third, and let the commander hear it from the group
E-mailing the commander today with the new date and a line for the group tells the man who made the promise of its slip, the same day, with the acting commander copied.
Telling the group and letting the commander hear it from them takes his promise out of his hands and lets his own group commander surprise him.
Asking the operations officer leaves the commander to hear it by another's choice; waiting for Thursday sits three days on a slipped date; telling the group first puts it ahead of him on his own promise.
Scenario 7 of 15
You are a captain. A second lieutenant you supervise, four months into leading a flight, is well liked, and his flight's work is good. His airmen call him by his first name, and on Friday you saw him buying rounds for them at an off-duty gathering. Last week he let several days go by before correcting one of them for repeated lateness.
Mark the most effective and the least effective action.
- Raise it at his next feedback session, which falls in two months
- Describe to him in private what you saw on Friday, and ask him what he makes of it
- Wait until the closeness causes him a real problem with one of his airmen, when the lesson will be clearer to him
- Tell him in private that the closeness already costs him, as the late correction showed, and leave him the remedy
- Have his flight chief raise it with him, as the person who sees it every day
Show the answer
Most effective: Tell him in private that the closeness already costs him, as the late correction showed, and leave him the remedy
Least effective: Wait until the closeness causes him a real problem with one of his airmen, when the lesson will be clearer to him
Telling him in private that the closeness already costs him, with the late correction as proof, names the problem early and leaves him the remedy.
Waiting for a real problem means seeing the damage coming and letting it arrive, on him and on one of his airmen.
Describing Friday and asking what he makes of it leaves the real link for him to find; sending the flight chief hands a captain's duty to an NCO who works for the lieutenant; the feedback session comes two months late.
Scenario 8 of 15
You must recommend one of three staff sergeants in your flight for a sought-after position on the squadron staff. One of the three has played on the squadron's off-duty softball team with you for two years, and the flight knows that you get along well. On the record he is, in your view, slightly the strongest of the three. Your commander makes the final choice and usually follows the flight commander's recommendation. Your recommendation is due next week.
Mark the most effective and the least effective action.
- Make the pick on merit, and mention the softball team to your commander when you send the recommendation
- Recommend the stronger of the other two, so that nobody can call the choice a favor to a friend
- Make the pick on merit, and put your reasons in writing in case the choice is ever questioned
- Settle on your pick, then ask your flight chief whether he sees the three the same way
- Send your commander all three names without an order, and let him choose among them
Show the answer
Most effective: Make the pick on merit, and mention the softball team to your commander when you send the recommendation
Least effective: Recommend the stronger of the other two, so that nobody can call the choice a favor to a friend
Picking on merit and mentioning the softball team recommends the strongest sergeant and gives the commander the one fact that could make it look like a favor.
Recommending one of the other two takes the position from the strongest sergeant to protect the officer's image.
The flight chief's view is a real check, but from a subordinate after the pick, and the commander still knows nothing; written reasons prepare a defense and tell nobody; three unranked names avoid the job.
Scenario 9 of 15
A month ago you asked your section for ideas to cut wasted time. Twelve came in, several of them from airmen who had never put an idea forward before. With your NCOs you have chosen the two that the section has time to pursue this quarter. Of the other ten, some are sound but costly, and some would not work. The section meets on Friday.
Mark the most effective and the least effective action.
- Announce the two ideas on Friday, and explain to the section how the choice was made
- Start work on the two ideas this week, and let the results show the section which ones were chosen
- Post all twelve ideas on Friday, with a line against each one giving the decision and the reason for it
- Announce the two ideas on Friday, and thank everyone else warmly for having taken part
- See that each of the ten hears in person, before Friday, why the idea is not going ahead
Show the answer
Most effective: Post all twelve ideas on Friday, with a line against each one giving the decision and the reason for it
Least effective: Start work on the two ideas this week, and let the results show the section which ones were chosen
Posting all twelve ideas with a decision and a reason for each answers every proposer and shows the section that all twelve were read.
Starting work and letting the results show leaves ten people who answered the call hearing nothing at all.
Telling each of the ten in person is warmer, but the section never sees the whole picture; explaining the method answers no one about his or her own idea; thanks offer courtesy in place of a reason.
Scenario 10 of 15
You lead a six-person team that is setting up an equipment demonstration for a visiting general at eight o'clock tomorrow morning. At five in the afternoon a key component fails. Your technicians doubt that it can be repaired on site, and a replacement cannot arrive before noon tomorrow. Without it, about half of the demonstration still works. Your commander, who asked for the full demonstration, is on a flight and lands at ten tonight.
Mark the most effective and the least effective action.
- Send the team home to rest, and settle the way ahead with the commander in the morning
- Put the team on a reduced demonstration now, and call the commander when he lands with that plan
- Keep the team on the failed component through the night, and report once it works or the visit begins
- Start the team on what still works, and leave the facts in a message for the commander to read on landing
- Hold the team until the commander lands, and do tonight whatever he then decides
Show the answer
Most effective: Put the team on a reduced demonstration now, and call the commander when he lands with that plan
Least effective: Keep the team on the failed component through the night, and report once it works or the visit begins
Starting the reduced demonstration now and calling the commander with that plan when he lands uses the evening and still lets him change it.
Working the failed component all night stakes the visit on a repair the technicians doubt, and the commander may learn of it in front of the general.
A message with the facts brings him a problem without a plan; holding the team until he lands wastes five hours; sending it home loses the evening and tells him at the last moment.
Scenario 11 of 15
Your flight of twenty has a group chat on their phones, which the flight uses for shift swaps and rides; you are not in it. A new squadron commander arrived two weeks ago and has not yet met your flight; he visits the shop on Friday. This morning your flight chief, a master sergeant, showed you on his phone a run of jokes about the new commander's first all-call that a senior airman has been posting there for a week, with a dozen replies from the flight. The chief was laughing, said the airman is the flight's comedian, and asked you not to make a thing of it.
Mark the most effective and the least effective action.
- Drop it: the chief knows his flight, and a commander who cannot take a joke from the ranks will hear worse than this
- Say at tomorrow's stand-up, to the whole flight, that the chat is no place for jokes about the commander, without naming anyone
- Have the flight chief bring the senior airman to your office this afternoon, and tell the two of them together that it stops today
- Tell the flight chief that it stops today and that stopping it is his, and say why it matters with a new commander
- Let it go for now, and have the chief show you the chat again next week before you decide anything
Show the answer
Most effective: Tell the flight chief that it stops today and that stopping it is his, and say why it matters with a new commander
Least effective: Drop it: the chief knows his flight, and a commander who cannot take a joke from the ranks will hear worse than this
Telling the flight chief that it stops today, that stopping it is his, and why it matters with a new commander uses the chain and corrects his tolerance too.
Dropping it ratifies what the chief tolerated, and a flight that has not met its commander goes on mocking him with its officer's consent.
Calling both to the office takes over a correction the chief can make himself; a general word at the stand-up comes a day later and leaves the chief out; waiting a week lets the chief decide what is seen next.
Scenario 12 of 15
The wing has asked your squadron for one airman for six months at the wing command post, where he will deal with the wing staff every day. Your commander wants a name from each flight commander by Friday, and he will choose among them. Your flight chief proposes the senior airman the flight can most easily spare, whose work is adequate and whose record is thin. The flight's strongest senior airman is the one your busiest section leans on.
Mark the most effective and the least effective action.
- Propose the strongest senior airman, and tell the commander the cost to his section and how you will cover it
- Send the flight chief's name up with nothing on the airman's record, which the commander did not ask for
- Go back to the flight chief with the tasking, and settle with him the name the wing will see
- Propose the flight chief's airman, and give the commander his record plainly beside the name
- Put the flight chief's airman forward as a solid worker, which he is as far as his own job goes
Show the answer
Most effective: Propose the strongest senior airman, and tell the commander the cost to his section and how you will cover it
Least effective: Put the flight chief's airman forward as a solid worker, which he is as far as his own job goes
Proposing the strongest senior airman, with the cost to his section and the plan to cover it, sends the right airman and gives the commander an informed choice.
Calling the flight chief's airman a solid worker dresses a thin record as a solid one, and the commander chooses on a false picture.
Stating that airman's record plainly is honest, but still puts up the one easiest to spare; going back to the flight chief sends down a call the officer has the facts for; the name alone gives nothing to weigh.
Scenario 13 of 15
At this morning's shift-change brief, which was running long, a staff sergeant on the day shift started to raise a concern about the way the night shift had left a lift, and you cut him off and moved on to the next item. An hour later your flight chief, a master sergeant, tells you that the sergeant took it badly in front of his crew, and that the concern was a real one: the lift had been left with a load on it, which the section's practice forbids. The flight chief has had the load taken off and will speak to the night shift lead tonight. The sergeant is on the floor until four.
Mark the most effective and the least effective action.
- Rely on the flight chief to smooth it over with the sergeant, and take up the concern with him at next week's safety meeting
- Go with the flight chief to him on the floor this afternoon, say you cut him short, and hear the concern with the chief there
- Go back to it at tomorrow's brief, say in front of the shift that you cut him short and that he was right, and hear him out then
- Thank the flight chief for taking care of the lift, and say a word to the sergeant about it when you next see him
- Find him on the floor before noon, tell him you cut him short at the brief, and take the concern from him there
Show the answer
Most effective: Find him on the floor before noon, tell him you cut him short at the brief, and take the concern from him there
Least effective: Rely on the flight chief to smooth it over with the sergeant, and take up the concern with him at next week's safety meeting
Finding him on the floor before noon, owning the interruption and taking the concern there puts it right in person, the same day.
Leaving the repair to the chief and the concern to next week teaches the shift that raising a safety concern at the brief gets a sergeant cut off and nothing more.
Going with the chief comes later and makes it two on one; tomorrow's brief comes a day late; a word at the next chance puts off what his crew saw happen today.
Scenario 14 of 15
Your flight is being inspected this week by a team from the group. One of the inspectors is a captain you went through training with. Over lunch he tells you that he found the tool records in one of your shops two months out of date, and that he means to leave it out of his report, as the shop has already started bringing them up to date. It would be the only finding against your flight. The team briefs your commander on Friday.
Mark the most effective and the least effective action.
- Let him write the report as he chooses, and tell your commander today what was found and what you are doing about it
- Ask him to keep the finding in his report, since it is true, and to note the fix the shop has begun
- Show him what the shop has done since he looked, and ask him whether that changes the finding
- Accept his offer with thanks, and bring the records up to date before anyone acts on the report
- Accept his offer, and tell your commander about the records once the shop has brought them up to date
Show the answer
Most effective: Ask him to keep the finding in his report, since it is true, and to note the fix the shop has begun
Least effective: Accept his offer with thanks, and bring the records up to date before anyone acts on the report
Asking him to keep the finding and note the fix keeps the record true, credits the shop, and lets the commander hear exactly what was found.
Accepting the offer and quietly fixing the records lets an official report say that nothing was wrong.
Telling the commander directly comes close, but a report known to be incomplete still goes to him; showing the fix works the inspector toward a softer finding; telling the commander after the fix comes after the report has said otherwise.
Scenario 15 of 15
A newly commissioned lieutenant has been attached to your flight for a month to learn the work before he takes over a flight of his own. Twice this week he has corrected your flight chief, a master sergeant, in front of airmen; both times the flight chief was in fact wrong on the point, and the lieutenant was right. The flight chief has come to you about the manner, not the substance. Three weeks of the month remain.
Mark the most effective and the least effective action.
- Tell the lieutenant that he was right on both points and wrong in the manner, and have him settle it with the flight chief himself
- Tell the flight chief that the lieutenant was right on both points, and that you will speak to him about the manner
- Tell the lieutenant to correct the flight chief only in private from now on, and leave it there
- Tell the lieutenant to leave corrections of the flight chief to you from now on, and say nothing to the flight chief
- Ask the flight chief to let it go, as the lieutenant will be gone in three weeks
Show the answer
Most effective: Tell the lieutenant that he was right on both points and wrong in the manner, and have him settle it with the flight chief himself
Least effective: Ask the flight chief to let it go, as the lieutenant will be gone in three weeks
Telling the lieutenant he was right on both points and wrong in the manner, then having him settle it, names both halves and makes the repair his.
Asking the flight chief to let it go waves his complaint away on the calendar, and the lieutenant hears nothing.
Answering the flight chief alone takes the repair out of the lieutenant's hands; a private-only rule comes without its reason; leaving corrections to the officer silences a judgment that was right twice.