Development

 

     Click on the title card or title of each PACEsetter below to download the PDF.

Airmen Powered Learning

Target Audience: Units, Airmen at all levels

High operations tempo missions preclude many (especially shift-work) Airmen from adequate time, access or opportunities for technical growth and professional development. Elective-based training provides an opportunity for Airmen to have a say in their technical growth and professional development. 


Speed Mentoring

 

Target Audience: Total Force

Using this tool will assist with fulfilling responsibilities outlined in Air Force Manual 36-2643Air Force Mentoring Program.Experienced Airmen need to be provided with the opportunity to share their experiences and insights with less experienced/younger Airmen in a fun, engaging forum, to provide them with ability to develop to their full potential. Mentoring is a crucial ingredient in developing well-versed, professional and competent future leaders.

 


Commander for a day

Target Audience: CGO and Junior Enlisted

Wing commanders select junior or newly assigned Airmen to shadow him/her for a day.  The day should be well planned as to provide a breadth of experience for the Airmen, yet engineered to show a typical, not a not-so-typical day.   


First 60 Days

 

Target Audience: Squadron Commanders

As a first-time squadron commander, you may feel overwhelmed with some or all aspects of your new job. To help ease that burden, this PACEsetter is designed to help you with a smooth and quick transition.


Get to know your Airmen
Target Audience: Senior Leaders and Supervisors

 

This tool helps provide senior leaders and supervisors a way to improve communication and relationships with their Airmen. The goal is for leaders to take time to walk around their work centers to talk to Airmen. Have your Airmen pick a number from one to 10 and answer the corresponding question that is provided on this tool. The intent of each question is to: (1) help you get to know them, (2) know how well they understand their role in the unit and the Air Force, (3) tell you how well your guidance is being promulgated and understood by the masses, and (4) help build morale. 


Leadership Transitions
Target Audience: Wing Commanders

This tool gives you a head start in setting expectations and providing consistency during change of commands. Leadership consistency is key during times of transition. This PACEsetter includes example documents to help you set expectations, outline your philosophies and list your priorities. This document builds on the command transition guidance outlined in Air Force Instruction 36-2924Command Transition.


Local Heroes
Target Audience: Total Force

 

Every community has local heroes: those who served before us. Some are highly decorated veterans, others are all-star professionals that worked in the background quietly making all the difference in the world. Others fall somewhere in the middle. No matter where they fall on the spectrum, the heroes living in our communities all provide a link to our history and heritage through their experiences and wisdom. Share the connection to living history and heritage by inviting your local heroes to visit, tour, speak and interact with today’s Airmen.

 


Organic Leadership Development

Target Audience: All Air Force unit-level leadership

A leadership development program can bridge some of the Professional Military Education gaps identified in Air Force development. It also helps to overcome the demand by PME students who historically have asked for time to dialogue and ask questions when engaging in LDP training. Choose a LDP topic (e.g., enlisted and officer relationships, leadership dynamics between CGOs and junior NCOs, etc.), send out the overview ahead of time and schedule an hour for informal discussions and mentoring on the topic. 


Promotion Leadership Book

Target Audience: Leaders at all levels

In the Promotion Book program, leaders select books for subordinates to read and then selects one individual to lead a professional development session. Present a leadership book to one of your promotion selectees, in person, to emphasize the leadership responsibility they take on by accepting the book. Ask them to organize a professional development session. Not everyone will respond to this program with the same level of commitment, but knowing your people and how to motivate them as individuals is imperative to the success of this program.  


Self Talk

Target Audience: Total Force

This is a "how-to" activity to further the Art of Leading Oneself. Self-Talk is the way your mind speaks to you in all situations, from daily routines to difficult life events. It is the voice that can either encourage you or chastise you. This inner voice can lead to undesirable behaviors, from a lack of self-confidence all the way to narcissism. The good news is that by listening to your inner dialog and shifting it to become more in line with what you really want, you can transform your life. 


Case Studies in Character Development

Target Audience: Leaders at all levels

Provide a thorough analytical teaching tool through the use of situations, or "case studies," (often the story of an individual or individuals) and provide application of core values and character development of personnel. Case studies are (sometimes true) stories that present real and complex everyday situations. This PACEsetter presents case studies from the DoD Encyclopedia of Ethical Failure (2015). Use the case studies in small groups  and have participants practice identifying the boundaries of a situation, recognizing and voicing positions, testing solutions, and arguing different points of view.


Put Command Back in Flight Commander

Target Audience: Squadron commanders

Encourage squadron commanders to deliberately engineer the professional development of their flight commanders. Flt/CC is typically an officer’s first opportunity to be a formal leader, and can be a stepping stone to squadron command. Yet, the role of Flt/CC is sometimes undervalued and treated as a purely administrative position. Young officers appointed to Flt/CC must be put in a position to command, and be encouraged to develop as professional leaders. 






 


PACEsetters