Operation Lethal Backbone

OPERATION LETHAL BACKBONE

A MANUAL FOR NCOs BY NCOs

LEADING AIRMEN IS CRITICAL TO DEFENDING THE

USA!

Operation: Lethal Backbone

NCOs are the critical link to the Air Force and mission success!

A FIELD MANUAL FOR NCOs

We are grateful that you've chosen to stand with us on this vital journey-to support and defend the Constitution of the

United States. Your commitment to our mission is a beacon of strength, and your leadership is more crucial now than

ever before.

The Air Force calls for courageous, legendary leaders-leaders who understand the immense responsibility of inspiring

and guiding our nation's sons and daughters, our Airmen. They are the heart of our force. Without them, there is no Air

Force. Without our Air Force, we risk losing the very freedoms we hold dear.

We are on the front lines of a future that demands nothing less than excellence. To win the next war, we must rise as

one, with determination, unity, and unwavering belief in our cause. We need strong, committed NCOs-leaders who

will lead by example, who will elevate others, and who will ensure the Air Force remains a force for peace, through

strength, and security.

Now is the time. Together, we will carry the torch of freedom forward.

• * The views expressed within this manual are those of the authors and contributors. They do not necessarily reflect the official policy or position of the

Department of the Air Force, the Department of Defense, or the U.S. government. **

• Visit “The Informed Airman” for more free articles, podcasts, and books, and a digital copy of this manual

https://linktr.ee/theinformedairman https://www.airuniversity.af.edu/Foundational-Resources/

• The terms “Airman” & “Airmen" are used frequently throughout this manual; they refer to all ranks.

WHO WE ARE, WHAT WE DO & HOW WE DO IT

We are in the profession of arms, and it demands strength, competence, and character. Our role is to execute the "M" in

"DIME"-the military response-and it is never an easy task. It requires capable leaders who are committed to the

mission. Every day, we must evaluate our readiness to lead the Airmen of the United States Air Force-sons, daughters,

and family members entrusted to our care. Their families expect us to train, develop, and prepare them for the challenges

our nation may ask them to face.

Are you worthy of that responsibility? This manual reflects the lessons we’ve learned and offers practical advice to help

you lead Airmen. But reading alone isn’t enough-you must act. It takes discipline, courage, and heart to lead effectively.

If you’re reading this, it shows you care, and that’s the first step.

Leading Airmen requires genuine, deliberate leadership. These are not just service members-they are loved ones

preparing to potentially make the ultimate sacrifice. This manual offers lessons by Airmen, for Airmen, and it reflects the

unique demands of our profession. As warriors, we must be professional, well-prepared, and committed to our nation’s

security. If we fail to get it right, we fail the mission, and America cannot afford to lose.

WHO & WHAT THE U.S. AIR FORCE IS

We must understand and embrace our heritage and legacy. A good starting point is the Blueprint, Brown, Blue, and

Purple Books-fundamental resources for Air Force development.

NCOs should read, internalize, and share this knowledge with Airmen, introducing them to the long blue line of the Air

Force. Use "Airman's Time" to engage in meaningful discussions on these critical topics. Consider having your Airmen /

team members select a section of an AFI or doctrine and present it in 3-5 minutes.

NCOs ARE COMMITTED TO EXCELLENCE

NCOs are committed to excellence; it is not optional. Excellence must be pursued daily. High-performing teams

understand and relentlessly pursue excellence as part of their culture. Simply put, excellence means being the best in the

world at what you do. As leaders, we must coach our teams to strive for and demand excellence.

1. Are you the best in the Air Force at your duties and responsibilities?

2. Are you committed to excellence?

A person or team that is mediocre and stays there is committed to being mediocre; that's why they won't change. If

your team or teammates are not committed to excellence, figure out why and then CHANGE the mindset! The

responsibility for team excellence rests on the shoulders of leaders. People and teams that are committed to excellence

outperform everyone else, period! If you build it into your culture and are committed to it, you, and those you lead will

see the difference.

AAR

Key Points:

• Constantly pursue excellence & Pay attention that

the details are covered.

• Be competent and consistent, which equals

credibility.

• Execute your duties at the highest level & Focus on

the customer WOW factor.

Reflective Questions

1. Do you pursue excellence as a leader?

2. Do you coach your team and require them to pursue

excellence?

3. Are there any obstacles that prevent you from

requiring excellence from your team?

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WE ARE NOT A “9-5” ORGANIZATION

We are in the business of supporting and defending the United States of America-this is not a "9 to 5" job. If your

Airmen think otherwise, it’s your responsibility to correct that mindset. We must be ready to sacrifice when our nation

calls, because we defend our homeland, not just pursue personal achievements.

Our profession requires travel, deployments, and time away from family-it’s not just a job, but a way of life. NCOs are

key in ensuring that our Airmen understand this commitment and are prepared to act at a moment’s notice. You must

connect them to the bigger picture, showing them how their role ties into our mission to preserve freedom. Every Airman

must know how they fit into the total mission-ensure they understand that, and never let them down.

HOW WE DO IT

Leading our Airmen is critical to our nation’s defense, and we cannot simply show up and hope for success. We must

actively develop our leadership skills and share that knowledge with our teams. We are entrusted with leading and

inspiring our nation's sons and daughters, and we must take that responsibility seriously. Daily, we should ask ourselves if

we are up to the challenge.

NCOs must understand that trust is built through action, leading to authentic leadership. We must connect with our

Airmen on a human level, and this requires intentional effort. If Airmen come to you with their concerns, it’s likely

because they trust you.

• Teach, train, and reinforce the principles learned in

BMT and technical training.

• Connect with Airmen and understand their stories.
• Reach out to their families to build rapport.
• Listen to their viewpoints and coach them

accordingly.

• Keep your word and lead by example.
• Inspire by being the example.
• Treat those you lead with respect and coach them to

success.

These aren't just lessons for you; teach them to those you are responsible for leading and inspiring!

BTR: BREATHE, THINK, AND THEN RESPOND

The journey in the Air Force can be demanding, and it may feel like the machine will grind you down if you let it.

Remember, your mental health is just as important as your physical health. We wouldn’t hesitate to seek help for a

physical injury, but mental health often gets overlooked.

You are important, but not irreplaceable. The mission will continue, and it’s crucial that you take time for yourself. Take

leave, enjoy your hobbies, and don’t let the Air Force consume all your thoughts. As you advance in rank, the demands

increase, so it’s important to develop the habit of taking breaks early on.

Eventually, you will need to remove your uniform, and it’s your family and friends who will remain. Prioritize your time

and focus on what matters most. Work is important, but don't allow it to dominate your life. When you’re with loved

ones, give them your full attention.

Take care of yourself and encourage your Airmen to do the same. This profession will be here long after you're gone-

don’t sacrifice everything for something temporary.

TAKING CARE OF YOURSELF PHYSICALLY AND PSYCHOLOGICALLY

Suicide is a societal issue, but as NCOs, we have the opportunity and responsibility to set an example in addressing it.

While we can’t solve all the challenges, building connections with our Airmen is critical. Strong relationships, core

values, and purpose are key in mitigating suicide risks.

Seek out available training, but more importantly, connect with your Airmen. While we can’t fix the shortage of mental

health providers at the tactical level or change policies, we can be truthful with our Airmen about the realities they face.

By fostering a culture of connection, coaching, and care, we teach resilience and create an environment where Airmen

feel comfortable seeking help.

We don’t need to solve their problems; most people just need someone to listen with empathy. Support your Airmen

through challenges, including seeking higher levels of care when needed. If an Airman requires inpatient treatment, be

there for them-visit, listen, and ensure their reintegration into the unit when they return.

heard, and valued.

UNDERSTAND HOW TO COMBAT STRESS & TEACH IT TO YOUR AIRMEN

To effectively combat stress, we must first focus-just like on a firing range. By focusing on what we can control, we

bring clarity and reduce unnecessary stress. Understanding what is within our control frees us from the anxiety of the

uncontrollable, allowing us to act more confidently and effectively.

• Why Focus is Important

When faced with chaos, discipline and focus are essential. Stressors can overwhelm us but focusing on what we can

control helps us manage the noise and stay grounded.

• Common Stressors

Stress triggers vary, but common sources include family, friends, work, money, health, and life challenges. While some

stress is motivating, constant or severe stress can lead to health and performance issues. Understanding the difference

between positive and negative stressors is crucial.

• Know Your 'Why'

When we understand our purpose, we are better equipped to handle stress. Knowing our "why" helps us stay focused on

what truly matters, motivating us through difficult times.

• Supporting Your Team

Communicate with your team to understand their stressors. By identifying which ones are more likely to negatively

impact them, we can offer better support. Remember, it's important to focus on positive stressors while addressing the

negative ones. Use resources such as Military OneSource to find tools for stress management and self-care.

AAR

Key Points:

• BTR: Breathe + Think = Right Response.
• Be watchful for the reaction that is too close to

the stimuli; just wait until the response is

ready. You don't have to be the first to

respond.

• Focus on what you can control.
• Maintain discipline.
• Communicate with others to understand their

stressors.

• Take leave, recharge.
• Harmonize your life & career.
• Connect with and take care of your Airmen.

Reflective Questions

1. What stresses you?

2. How do you deal/cope with your stressors?

3. What are some excellent stressors for you?

4. Are you good at communicating when you are

stressed? If not, why?

5. How do you initiate those conversations if you are

good at communicating your stress?

6. When was the last time you took leave?

7. What does harmony mean to you?

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TRAIN, PREPARE & DEVELOP: PROVIDE FEEDBACK

Sometimes "leaders" encourage the wrong things or at least encouraging things that are out of order. We are about our

nation's defense, not about getting an education or bake sales. Sure, those are things that we can do, and there are benefits

to them; however, at no time should those things be the primary things that we are coaching our Airmen on as the

“important stuff!”

USE THE MILITARY DECISION- M A K I N G PROCESS

I encourage you to read joint publication 5-0 to understand this concept more deeply. We are rarely required to use

the MDMP at the tactical level in the Air Force (that is changing); however, in my experience, it does help when you

know and uses the process. In short:

The MDMP consists of seven steps:

• Receipt of mission
• Mission analysis
• Course of action (COA) development
• COA analysis
• COA comparison
• COA approval
• Orders production

The MDMP offers a proven analytical process that assists the commander and staff in developing, integrating, and

synchronizing their plans. It will help you be better prepared to support and lead your Airmen! When you present your

requirements, requests, and ideas in this manner, it is difficult for your chain of command to resist.

TRAIN & DEVELOP YOUR AIRMEN

We serve in the Air Force to support and defend the Constitution, and to do so, we must prioritize training our Airmen.

Training cannot be left to chance; it must be deliberately incorporated into our schedules. Expect pushback from those

focused on immediate tasks, but we cannot afford to neglect training. Without it, we risk losing the next conflict. It’s a

"do" mentality, not "try." As experts in your fields, it’s your responsibility to dive into core documents and develop

effective training plans.

Certifications, PME, and continuous professional development are essential. Treat them as ongoing processes, not one-

time events. Look for ways to enhance training, including joint opportunities, to ensure our Airmen are prepared to lead

and excel in the future.

PROVIDE FEEDBACK

Feedback is critical for both personal and professional growth. Do you know your current performance level, how it’s

assessed, and what feedback you’re receiving? If you don’t, fix that immediately. Feedback should be ongoing, not just a

formal process. Airmen should never wonder where they stand. As NCOs, it’s our responsibility to provide continuous,

constructive feedback and ensure it’s aligned with the standards.

The first time you review your subordinate’s performance records shouldn’t be at their EPB. Feedback should start early

and be revisited regularly. Always seek to understand before offering corrections, as it helps create a path for

improvement, not just a critique.

EXPLORE THE SITUATION, BEHAVIOR & IMPACT TECHNIQUE

Performance conversations are an effective and essential method for providing feedback that drives talent development.

NCOs, as the primary leaders and coaches, are in the best position to inspire and guide Airmen toward growth. These

conversations should be a two-way dialogue, not just a one-sided directive.

By offering honest, consistent feedback-both positive and constructive-you create an environment of trust and rapport.

This encourages ongoing development and ensures feedback is never a surprise. When Airmen trust you, they are more

likely to act on the feedback, leading to improved performance and outcomes.

Ongoing Performance Conversations Can

• Inspire Airmen to continue or reinforce behavior

that increases their effectiveness and impact.

• Advise Airmen to stop a behavior that reduces their

development or impact.

• Counsel Airmen to implement or alter behavior that

will make them more effective.

• Cultivate a more significant commitment to their

mission and the Air Force.

The SBI feedback model. It’s a simple way for NCOs to structure performance conversations to capture and

clarify the following:

Situation, describe the specific Behaviors and explain the Impact of the Airman’s behavior.

The SBI feedback model can be used to give both positive and corrective performance feedback.

3 Simple Steps

• Describe the Situation

Describe the specific situation in which the behavior occurred. Include the time and place to reduce any confusion.

• Describe the Behavior

Describe the actual, observable behavior being discussed. Keep to facts only and avoid inserting any opinions or judgments.

• Describe the Impact

Describe the results of the behavior in terms of the impact it had, whether the effect was positive or negative.

NCOs should seek to understand the "why" behind their Airmen's actions, turning feedback into a two-way dialogue.

Performance conversations should be approached as talent conversations, offering NCOs an opportunity to coach Airmen

toward improved performance and development.

Types of Proficiency Level Conversations

NCOs should be prepared to hold four types of talent conversations based on an Airman’s performance. These

conversations will differ depending on how the Airman is performing.

• Exceptionally Skilled

Member consistently illustrates this quality in their behavior and proactively influences others' growth in this quality at an

organizational scale.

• Highly Proficient Member understands the quality and consistently illustrates it in their behavior while influencing other

members in the organization to further develop the same quality.

• Proficient

Member understands the quality and demonstrates it consistently, illustrated through the Airman's behavior, forming a part

of their character.

• Developing

Member understands the quality and how that quality is illustrated in behavior but requires prompting to consistently

demonstrate.

• Needs Improvement

Member needs further growth to enhance understanding and/or performance.

Performance Conversation Structure

1. Clarify the goal: What’s the purpose of the performance conversation? What exactly does each person want to

accomplish?

• Explore the issues: The best word to describe the true nature of this step because, exploring has a sense of adventure and

the unknown. You want to look for and explore strengths, vulnerabilities, development needs, and performance. Identify

motivation and career aspirations.

• Identify the options: Produce plans and opportunities for knowledge gain and development.

4. Set expectations: What do you and the Airman want to do first? What are the obstacles or opportunities?

5. Inspire: What support is needed, and can you (should you) provide any? Are you both sure the goals are meaningful and

fit the SMART model? How can you help, and what else is needed?

6. Identify the plan: How will you both know they are on target? How will you track efforts and outcomes?

SBI Example

Many NCOs feel anxious about constructive performance conversations, as they can be awkward and unpredictable.

While we can’t control how an Airman reacts, we can control our approach. Here's how to use the SBI model for

effective feedback:

• Situation: "I want to discuss the projects you've been working on this past month, and I need us both to be candid in this

conversation."

• Behavior: "I’ve noticed that you've had to push back deadlines on three projects over the last two weeks."
• Impact: "These delays may affect our ability to execute the mission."

Team Feedback

When an issue arises involving an individual, the team is often already aware and looking to you, the NCOs, to address it.

It’s crucial to build trust with your Airmen and the chain of command before such events occur. At times, the team must

trust that you and the leadership have handled the situation appropriately, as not everything is suitable for widespread

discussion. However, when appropriate, an open and professional conversation can benefit the team.

EFDP, EPBs, Decorations & Promotions

Follow AFI 36-2406 for clear guidance on EFDP. Ensure Airmen understand the process, even if they don’t know the

specifics of peer evaluations. NCOs must understand the process to provide actionable feedback. Be transparent with your

Airmen about their standing and what’s needed for improvement.

Feedback and Transparency

Ensure your Airmen know the standards and expectations. If an Airman is recommended for "MP" or "PN," advocate for

them with full knowledge of their performance. Follow AFI guidelines for feedback, maintaining the integrity of the

process, focusing on performance and potential rather than groupthink or bias.

EPBs: Eradicating Paper Tigers

Avoid exaggerated or misleading statements on EPBs, such as inflated savings or mentoring claims. Often, statements

like "saved $XXXXM" or "mentored X, XXX people" lack accuracy. Mentorship should be meaningful and not

overstated, as it’s impossible to mentor large numbers effectively in one year. Ensure EPB content is precise, honest, and

reflective of true accomplishments.

"Paper tigers" refer to Airmen who appear exceptional on paper but lack true leadership skills or competence in their

AFSC. This often results from inadequate performance feedback or supervisors avoiding difficult conversations about

weak EPBs. Supervisors of supervisors must also address this. Not all Airmen are top performers; some are merely

meeting basic expectations. The board cannot assess true capability if everyone appears to be a superstar. It's time to stop

creating paper tigers.

Decorations

Should be awarded to Airmen who exceed expectations and outperform their peers, not for simply meeting minimum

standards. The Air Force is not a "coddling corporation," and an "everyone gets a trophy" mentality undermines our

mission. Airmen who do their job without causing issues should be thanked for their service, but this does not

automatically merit a decoration. As NCOs, ensure Airmen understand where they stand through regular performance

feedback and clear communication of expectations.

AAR

Key Points:

• Feedback is critical and falls in line with good

conversation techniques.

2. Do not wait; feedback is continuous.

• Use facts, not feelings, when conducting feedback.

Reflective Questions

1. Do you listen to understand or respond?

2. Do you provide good feedback as a leader?

• Do you & your Airmen know the applicable

process/requirements regarding EFDP,

EPBs, & Decorations?

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YOUR WHY, THE VITAL COMPONENT

NCOs, it is essential to help your Airmen understand their "why" - the core purpose that drives their actions. This

understanding not only enhances leadership potential but also provides resilience in adversity. Encourage your Airmen to

explore their values and determine how they shape their "why."

Putting It Into Action

Understanding your "why" is crucial to living and leading with purpose. Reflect on your core values-values you would

fight for and sacrifice for. Narrow them down to two or three, then craft a concise "why" statement that aligns with those

values. Once you have yours, use it daily and teach your Airmen to do the same. This practice will help us live more

purposefully and authentically.

AAR

Key Points:

• You must know your WHY
• Know and deal with any emotional scars
• Help others find their WHY

Reflective Questions

1. What is your WHY?

2. Do you have any emotional scars that need to be

dealt with?

3. Have you assisted others in finding their WHY?

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AUTHENTIC LEADERSHIP

When it comes to leadership, it’s more than just "being yourself." Authentic leadership means staying true to your core

values and beliefs, regardless of current trends. NCOs must lead with authenticity, avoiding the "fake it till you make it"

approach. Leaders who are perceived as fake will lose the trust and respect of their Airmen. Authenticity is essential for

building credibility and trust as a leader.

Authentic leadership is applying your core values to your leadership approach, not blindly following someone else’s

philosophy. It’s about being true to yourself, not trying to replicate someone else's style. If a leader reads a book and

suddenly tries to adopt the leadership tactics described that’s not authenticity-it’s imitation. Effective leadership comes

from aligning your values with your unique approach, not copying someone else’s.

Do not apply leadership philosophies without adapting them to your personality, core values, and the needs of your

team. Authentic leadership adds value by leading with integrity and consistently striving for your best. It’s about

building genuine relationships, empowering others to succeed, and preparing them to take your place. Be the same

leader at work as you are with your family and friends.

AAR

Key Points:

• REAL leaders are authentic

2. Do NOT “copy & paste” leadership philosophies

• Focus on being yourself, in alignment with your

values

Reflective Questions

1. What does authenticity mean or look like to you?

2. How do you harmonize your leadership philosophy

and the organization’s values?

3. What is an example of you displaying authentic

leadership?

4. Would others say that you are authentic?

5. Do you struggle with anything to remain authentic?

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BRILLIANT AT THE BASICS

Leaders must instill a "Do Your Job" and "Be Brilliant at the Basics" mentality. Success comes from mastering the

fundamentals, while neglecting them leads to burnout and failure. Leaders must build a sustainable culture where every

member contributes to the mission.

The basics are professionalism, respect, responsibility, and simple acts like picking up after yourself. These foundational

behaviors are critical to leadership, mission success, and creating a positive work environment. Neglecting them erodes

discipline and credibility. Stay focused on the basics. Legendary coach John Wooden said, "Champions are brilliant at the

basics." As leaders, it’s essential to embody this mindset for success and to model professionalism for others.

Quiet Quitting & Weaponized Success

"Quiet quitting" refers to doing only the bare minimum at work, which I’ve seen for years, though previously known as

"punching the clock." It’s fine to be content in your current role but expecting promotions or accolades while only

meeting basic expectations is unrealistic.

NCOs are responsible for guiding and caring for their Airmen. However, some individuals who "quiet quit" blame others

for their lack of success, rather than holding themselves accountable. Simply doing the minimum won’t lead to

promotions, awards, or recognition. We must encourage a culture of excellence, where everyone strives to be their best.

NCOs, not everyone is aiming for promotion or recognition, and that’s okay. But be honest and clear about standards and

expectations. Don’t sugarcoat feedback and ensure there are no surprises. Ultimately, we should help people become the

best versions of themselves-not force them into a mold.

At times, sacrifices will be necessary to achieve our goals. Discuss these choices openly with your family and

friends to ensure everyone is aligned.

AAR

Key Points:

• This list is not all-inclusive and isn’t in any order of

precedence

• Be professional: We are a "cut above," which

means we are better than "average." Professional

leaders ALWAYS focus on the basics of their

profession!

• Be kind: You never know what the other person is

going through. It is free to be kind!

• Wear your uniform correctly & with pride: Too

easy; just do it!

• Clean up your mess or trash: It is your

responsibility, no one else's.

• Stand when addressing someone: Always

stand regardless of rank or position, which

says a lot about you and your character.

• NEVER pass by a problem: Stop and fix it.
• Live with gratitude: Show empathy and live your

life with gratitude!

• Be accountable: Never make excuses; no one

wants to hear them anyway; just OWN IT!

• Don’t gossip: Seriously, it doesn’t help anyone and

reveals a bad character trait in those who gossip.

• Be concerned with your character more than

your reputation; do what you say you will do:

Your character is what you are, while your reputation

is who others think you are.

Reflective Question:

• Would others say that you and your team are brilliant

at the basics?

• Are you or anyone in your organization quiet

quitting?

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CULTURE

As NCOs, you play a vital role in cultivating a professional culture within our ranks. Social media can blur the lines of

professionalism-while we have the right to free speech, our words and actions reflect on us as Airmen. Always adhere

to the “3 gates” test before speaking or posting: Is it True? Is it Necessary? Is it Kind? Ensure all interactions are

respectful, dignified, and reflect the high standards we uphold in the Air Force.

Our Air Force family is unique. Whether you serve for a few years or a lifetime, you are part of something greater than

yourself. Never forget the privilege of being an Airman. Protect your fellow Airmen, support one another, and always

lead with respect and honor.

Consider your legacy-what will you leave behind? A legacy is built daily through actions, not just achievements. Strive

to leave a lasting, positive impact, always holding yourself and others to the highest standards, with dignity and respect.

Leave a legacy worth remembering.

AAR

Key Points:

• Be a professional
• Take culture seriously & set the conditions to foster

a good culture

• Lead, don’t wait on someone to tell you how

Reflective Questions

1. Are you presenting yourself as a professional?

2. Are you an inclusive leader?

3. Do you have and display good character?

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OPPORTUNITIES VS. OBSTACLES

Obstacles are not barriers-they are opportunities to grow. Too often, we view challenges as setbacks, but they can teach

us valuable lessons, especially when reflecting on past experiences, such as poor leadership. By identifying what went

wrong, we gain insight into what to avoid and how to do better.

When faced with an obstacle, consider it an opportunity to learn and improve. We often lack guidance on how decisions

are made, which leaves us unprepared. Taking the time to educate and inform others can reduce unnecessary challenges.

Ultimately, only you can decide whether something is an obstacle or an opportunity. Embrace challenges with preparation

and determination, knowing that both success and failure will contribute to your growth. The lessons learned will serve

you well in the future.

AAR

Key Points:

• Look for the opportunities
• Consider the source that implies that it is an

obstacle vs. an opportunity

Reflective Questions

1. Ho many opportunities have eluded you?

• What can you learn from those around you and

their obstacle battles?

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ELIMINATE TOXICITY: LEAD WITH INTEGRITY

Toxic leadership, whether egotistical, tyrannical, or passive, undermines organizations, damages morale, and creates fear.

As NCOs, it is your responsibility to root out toxicity in your teams, lead by example, and create a culture of respect and

accountability.

Toxic leaders can be overt or subtle, but both create hostile environments that harm individuals and hinder progress.

Confront toxic behavior directly, when possible, seek support if needed, and never let toxic actions go unchecked.

Ignoring toxicity only perpetuates the problem. To create a healthy environment, step up with courage and determination.

Coach and mentor those around you, leading by respect-not fear. Foster a culture where all individuals feel valued and

safe to contribute.

Finally, reflect on your own actions. Are you exhibiting toxic behavior? Honest self-assessment is key to continuous

growth. By rejecting toxic leadership and followership, you will help build a thriving, respectful, and mission-focused

organization.

AAR

Key Take-a-Ways:

• Learn to recognize toxic behavior
• Stand up to and speak out against toxic behavior
• Be the example of "right."
• Develop trust with your Airmen and seek their

input

Reflective Questions

1. Is there any toxicity in your organization?

• If toxicity is in your organization, what are you

doing to address it?

• How does your organization know that toxicity is

not accepted?

• What does your organization do to ensure that

toxicity is eliminated?

5. How do you confirm that you promote a toxic-free

culture?

• ----------------------------------------------------------------------------------------------------------------------------------------------------------------

BUILD YOUR CIRCLE OF INFLUENCE: THE THEORY OF 5

We are shaped by those around us, and it’s said that we reflect the behaviors of the five people closest to us. As NCOs,

it’s essential to evaluate and build a positive circle of influence. This includes not only ensuring you have the right people

in your circle but also guiding your Airmen to do the same. Your circle should include individuals who embody

positive qualities:

• The Inspired - People who believe in themselves and others, tackling challenges with optimism and passion.
• The Motivated - Self-driven individuals who stay focused and complete tasks, even when difficult.
• The Passionate - People whose enthusiasm and energy are contagious, inspiring those around them.
• The Open-Minded - Those willing to consider new ideas, helping others see different perspectives and overcome blind

spots.

• The Grateful - Individuals who understand that nothing in life is owed to them and are appreciative of what they have.

Take a moment to reflect on your own circle-are the people around you helping you grow? Are you being a positive

influence for others? Avoid negative influences and remember we all have the power to inspire, motivate, and support the

success of those around us. Be the change you want to see in your circle.

AAR

Key Points:

• Analyze your intentions through a "presence vs.

proximity" lens. Many people

are

close

(proximity) to those around them but are not

present in their interactions; they are just going

through the motions. The previous theory

(proximity) is "mechanized leadership" or

described as "disconnected."

• Focus on being a POSITIVE influence and

getting away from negative people. You do not

need negativity in your life!

• Be one of these positive influencers for your

Airmen.

Reflective Questions

1. Are you one of these five?

2. Are you present in your interactions?

3. Are you coaching your team in these areas?

• -------------------------------------------------------------------------------------------------------------------------------------------------

ENFORCING DIGNITY & RESPECT

Every individual deserves to be treated with dignity and respect, regardless of background, beliefs, or circumstances. As

NCOs, it is your responsibility to model and enforce this fundamental principle within your teams. Respect is not earned;

it is inherent in every person’s right as a human being. Understand your worth and the value you bring to the table. Treat

yourself with respect and ensure those around you feel valued and heard. This is key to fostering a positive and

professional environment.

While respect is inherent, everything else in your career must be earned. Do not fall into the mindset of entitlement-

success comes through hard work, accountability, and perseverance. Show your Airmen how to earn their

accomplishments through dedication.

Your character shapes how you are perceived-be mindful of how your actions reflect on you. Avoid spreading

negativity; instead, address challenges professionally and help others do the same. Remember, your journey is about

continuous growth, learning, and earning every step of the way. Treat everyone with dignity, demand respect, and focus

on what you can control: your effort, your character, and your contributions.

AAR

Key Points:

• Everyone has the right to be given dignity & respect
• Know your worth
• EARN everything else

Reflective Questions

1. Are you treated with dignity and respect?

2. Do you treat others with dignity and respect?

3. How are your teammates treated?

• Do you feel that others in your circle of

authority and sphere of influence must “earn”

respect as a human?

5. How do you address the situation or people when

there is a lack of basic respect and dignity?

• -------------------------------------------------------------------------------------------------------------------------------------------------

SAVED ROUNDS: BE PROUD, TAKE CARE OF YOUR TEAM & LEAVE A LEGACY

As a leader, your word is your bond. Only make promises you can keep, and if you can’t, explain why. Your credibility is

built on trust, and it only takes a few missteps to lose it. Never forget the journey that brought you to where you are-be

the leader you needed when you were starting out. A few minutes of your time can make a world of difference to

someone’s growth.

Treat People as Humans

Leaders set the example. Everyone deserves

respect-not just as workers, but as people. Always

take time to recognize their importance, not only to

the mission but to their families. Show them that they

matter.

Be Specific in Praise

When was the last time you told someone you were

proud of them? Be specific and sincere in your

praise. Acknowledging someone's achievements

means more when it’s thoughtful and personal.

NCOs Are the Pillars of Strength

As an NCO, you are a symbol of strength and

loyalty. Your Airmen should see you as a beacon of

hope and integrity. Lead by example and maintain

an environment where people can grow and thrive.

Preserve the Privilege to Lead

Leadership is a privilege, not a right. Never waste

the opportunity to positively impact those you lead.

Stay humble, be authentic, and lead with passion.

Building trust and being approachable are essential

to inspiring and motivating your team.

Create A Remarkable Experience (C.A.R.E.)

Real leadership means action. Create meaningful

experiences by investing in people’s success. Lead

with integrity, add value to others’ lives, and

empower them to reach their goals.

Spend Time with Your Airmen

Engage with your team outside of just work. Visit

their living spaces, join them for PT, and create

opportunities for social connections. This shows

you care about them as people, not just employees.

Foster Peer Connections

Encourage your Airmen to bond with each other,

both socially and professionally. Empower them to

bring ideas forward through structured forums,

fostering leadership and problem-solving skills.

Listen to their concerns and challenges and support

them in making positive changes. By embodying

these principles, you will not only build stronger

leaders but also leave a legacy that inspires those

who follow.

Three Key Leadership Questions

1. Did I teach, coach, mentor, and lead them?

2. Did I prepare them?

3. Did I care about them?

FINAL REMINDER, OUR OATH

I,

, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all

enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President

of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military

Justice. So help me, God.

NEVER forget that!! ~339 million U.S. citizens are counting on you!

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