And it seems like since that's usually the first line of supervision, that's the director is the commander that often that chief is on the wayside. Now, there may be involvement, but as a squad and superintendent, I don't see the risers run out or chief, excuse me. It has been a superintendent at a squad of level two. And there is that relationship, but it's more predominately, it seems like the commander and the first sergeant because of that greater supervisory type role. So it was different information for me to receive that the chief is a lot more involved in the first sergeant perspective, because I haven't seen that. I have not seen that throughout my career of the chief have a predominant role in the first sergeant, so that's my approach. I think that's a great question. And that was a question more so than trying to attain a perspective, right? And so yes, it's very true that the first sergeant works directly for the commander, but so does the superintendent, right? Superintendent works directly for the commander. What I'll also share with you is this, there are a lot of other NCOs in the squadron that doesn't work directly for the chief. However, you influence them all day every day, right? It's no different than the first sergeant. They're still interested to your care. And so there are a couple of schools of thought that I've learned over my timeline when it comes down to first sergeant, I hope that we can eliminate and look towards more inclusion, right? And so here's what I mean. As a superintendent, you tend, do we build the best NCO in your function? Or do we grow the best NCO assigned to you? And that's a school of thought. The first sergeant is not yours technically by the trade, but they're assigned to you in hierarchy.  But not just there's any enlisted member that's junior to you that you come across and you'll walk across the installation. So I will tell you, embrace them all. Don't get to the point where the first sergeant is not mine. That's another non-commissioned officer in your charge. You look at it from that perspective. He is doing a special duty part of the command team. And from that vantage point, understand the commander's intent. Just as you would for the commander's intent in any one of the organization as the most senior enlisted member and help the commander get there by taking them under your arms, under your brother, your charge, and give them guidance to get there, right? They complement the organization and they are not isolated. And as typical what we do is we look at them and say, oh, it's just the first time I've got to deal with them. Wrong. That's another NCO inside of your charge, inside of the formation. You need to make sure that they're mentored to develop wrong alike. And that means, come on over here and let's talk. Let me understand what's going on. Some of the expectations I may have, for example, is if you already talked to the boss about personal issues, everything, I like to be updated when I'm unavailable to go in. And can you share those things with me? Because there may be things that you have or you can help provide guidance on that'll help get the team there better versus just one perspective which may be the first sergeant. But you own them all to include the shirt. You sometimes see a little bit of that disconnect when it comes down to stratifications too, right? Whoo! If you ain't got there, it's coming, right? And that's why I say school of thoughts. Is it a shirt and one of yours or not? And I'll tell you, they belong to you. I've never been at a point where I didn't have a discussion inside of the unit but I didn't bring them in. Here's something I'll also share with you too. When you're looking at the development of your NCOs, why wouldn't the first sergeant be included? When you put out an ID card and you say, what's your rank? What does it say? Master Sergeant. Say Chief Master Sergeant? If you're Chief Master Sergeant. But the first sergeant won't necessarily say that. You don't got one of them, right? They'll either say Master Sergeant or Senior Master Sergeant. Now, rank is not first sergeant. That's a duty position. I'd love to clarify that. Hey, first sergeant, I say, hey, Master Sergeant, come here. I have just reiterated. Something will angle that way. They help reinforce your one of mine as well. When I have a discussion on my Senior C.L.s, and here's what I'll say to that. I have a discussion on one of my units. I brought all the Senior C.L.s in and the first sergeant in to show up. I said, where's he at? Well, he said that wasn't for him. I said, call the first sergeant and tell them to get here ASAP. And he got in right after I said, oh, where's your ID card? Sure, let me see it for a minute. He said, well, here, I said, this ain't Master Sergeant. I said, all the Senior C.L.s in. He's like, yes, I said, the next time you get here with everyone else. Although you're part of the command team. If you're requiring all of them to be here, you're part of the team too. Most of the time your shirts are getting developed at the same time and that shows the unity of effort inside of you. So my recommendation will be is include them. It's inclusion. And you submit that. And that's sometimes a feedback that Jason Chief Hardish talked about earlier when we go out. They don't necessarily have the support of their Chiefs. And that's because right now we don't include them in the things that we do with the rest of the unit. And so we can change that thought process by bringing them in and making sure that when we give guidance to the entire unit, they're there as well. As we look at some of the things from Operation Island in the first time, look at the guidance. Personnel stuff, if it's out there, say, hey, new air fight, dress and appearance, you can't shirt. You can take the lead. Make sure you're good to go. Brief all of us and make sure we're caught up on all the updates. Oh, okay, Chief. Okay, Squadron Commander, Sergeant Ma'am. Good to go. It's inclusion, you know. So that's how you get around it, I think. Let's scratch your kids. It does, sir. Right. And it certainly does. Another one of my points was that I just don't, I haven't seen it very often, but I haven't heard about the inclusion. Okay. In my experience, I haven't seen it. The other point to me, I get you too. The other point is, is that just because you work for the commander, don't mean you the best Master Sergeant, a Senior Master Sergeant in the unit. Say it for the people in the back, Chief. Right? Uh, just because you work for the commander directly, you, the commanders look at it. You have people who work directly for you. That's a Master Sergeant, Senior Master Sergeant. They don't make them the best either. Just because they work for the Chief. Absolutely not. It's performance-based. And so we're talking about that at lunch as well, credibility. So when I go in with the boss and I look at stratification on the headquarters staff and I go in, I want y'all to know one of them could be easily Ma'am Zek. I lose all credibility by going and think she the best name since sliced bread. And I'm only talking about her and I have an obligation to the entire staff. You have to look at your roles and responsibilities and maintain credibility. It's no longer looking at just the right, this person, your person. We get so caught up in that I gotta get my guy, my gal, then I gotta get my NCO in. Absolute leadership failure. For the institution, we need the best person who's promotable and who can attain that rank coming in. And it's not always gonna be your first sergeant. Here's what I've also learned as well. To be a good first sergeant, get promoted to first sergeant, you gotta do what the other master sergeant and senior master sergeant's doing. All you doing is first sergeant work going into coming to work and going home.  Isn't that what we tell all the other master sergeant and senior master sergeant? You're going to work coming home, you're average at this. That's the same thing with them. They ain't no difference. They just work in a different capacity. Make chief, you gotta go do some things differently. Congratulations. Right? And you go from there. Yes ma'am. I just wanna say, so I've been a squadron super for three years but at my base for four and I'm opposite of you. The first sergeants and that I've had three, all of them are doing exactly what it is you guys are saying they should be. We've not had any issues but the one thing that I do with my new commanders which I've had three since I've been there and my commanders, I'm an OSS so it's always a fighter pilot who's never been in charge of enlisted. I tell him, hey, you need to make sure you clearly understand the roles of the superintendent and first sergeant but ultimately we need to work together. It's not me against the first sergeant and vice versa because both of us work for you and for us to portray your policy, we need to be on the same page. We may not only agree but we're the team and it's more enlightening for my commanders to hear it and then when we get a new fissure, he also portrays the same message and so we've worked together very well. Okay, good. I'll get you a second, you hear me? Well to that point is, I think we're in a better position because traditional, the chief is, hey, I work with operations. You handle me at previous church. I think we're in a better position to change mindset. I think we've got to be in the same team so we're in a good position to do that. I was just going to ask, earlier when you mentioned kind of like when you have as a chief of the superintendent and you have these initiatives or different things you want to push to your first sergeant, how do you deal with circumstances where first sergeant says, oh, I don't work for the chief, I work for the commander, but like you said, when you have that buy-in with the commander and you've already granted across who's your boss, then when you go to the first sergeant, you let him say, hey, these are some things that I've been thinking we should do at the squadron and because it's in the first sergeant lane but when you approach it to them and they say they're kind of having that mindset where I don't work for you, I work for the commander, how do you deal with that? I think that is outstanding. Oh, my heart out doing cheetah flips inside, right? When you run across that, that becomes a, that's a NCO who doesn't understand NCO responsibilities. Oh, we're all NCOs in here. When you say my rank out loud, the last word you say is what? Sorry, sorry. Sergeant, I'm a good NCO. NCOs get after commander business and so when someone tells me I don't work for you, I had that when I was a cop, I had that.  They started smiling like, what do you mean? I said, well, it's what I'm asking you. You're legal, you're moral, unethical. Somebody say, well, no. I said, do I outrank you? Yes, this is a lawful order, let's get to it. I've never had, I think you have to understand your NCO responsibilities and the influence and authority you do have as a squadron superintendent because I'm acting on behalf of my commander. Would that be any different if I was going here and say, I need you to take care of this? And you say, well, I ain't doing that. I don't work for you. I said, well, I think that's just absolutely perfect. You don't understand the roles and responsibilities I have as your MAGCOM functional. And let's just talk about them. Senior MAG, sorry, chief selector. And once you end up getting this, oh, it's instant development. Your job is also to educate, train, mentor and develop. That is a NCO who's not developed and who lacks experience and maturity, if that makes sense. Anyone comes around to tell you, I don't work for you. That's an uninformed, uneducated, un-mentored, inexperienced, senior non-commissioned officer. And nothing more important than your ability to influence and shape and change that. You know, I've had other chiefs tell me, well, I ain't coming. I say, well, that's okay. So right, we're all the same, we're all chiefs. You agree with that? No, no. I said, if I can have you come to my office in a full service dress and it gives you a LLC, a L-O-R-L, then we ain't the same, Marvin. Well, that's, oh, yes, chief. It's amazing. But the thing is, is with that, you can't abuse authority. That makes sense. So make sure that they're not illegal, they're more unethical. And you will never have that problem in leverage or experience to get the first start to buy in what you're doing. But it comes with trust and credibility as well. I think if you're doing those kinds of things, you're leveraging, you have to give them the why. Just as I'm sharing with you the why on the programs I've done earlier, I'm telling you the why, I'm asking these things. You're like, okay, that's good. There's no more of you chiefs, you say, Tony, I don't understand that.  You gotta get, I need to understand it so I can get the buy in to jump on this. I said, I just need you to accept it. Don't just be anti this. That's what she told me. She said, come on, right? But she's wholeheartedly, that's the truth. I have to explain to you where we're going and why we're getting there. And once I do that, typically I'll be like, oh, that's not bad. That's reasonable and we're good to go. Sometimes we'll disagree and we'll just have to move forward. But you have to trust that you're doing the right thing. So for me, I've always sat down and just, come on, let's just talk. Just get a little more, no. I need you to jump on. You have questions about this that we can continue to discuss that. We need to sit down to boss this one thing and then typically I've never had that ever happen again. This only happened to me twice in my career. Yeah, okay. Anything else? Everybody can do it? Absolutely. I'm always good. Okay. Can you do this thing? No, not really, sir. Okay, so up next is Chief Karris. Jason's been with me now, I think probably about a year and a half, two years.  I was there, he came on and I will tell you, as we look at different programs, different things we do in the command, you're not gonna be successful without a good A-1 team. And I'll tell you between Colonel Parrish, his boss, the director and his team that he has down there on the first floor, it's just simply phenomenal. I've not run across a lot of people on my team and Chief Hodges is like when you talk about something, they jump on it and start moving the machine to get there. A lot of things people think it's my ideas and a lot of things I'm doing, but really a whole lot of the ones that you see here today with Glockner, the Sergeant Bridges of Devon as well, Chief Karris and Chief Hodges, those are the ones who really are the muscle behind the machine and getting to those things. And so I'm great to have them here today and for you all to talk to them. You don't get your assignments, getting ready to go somewhere, getting ready to get active. Most of the time, you'll come in to y'all, fuss about it, the group, the wing and then the phone call goes to him. Sometimes I'm CC, sometimes I'm not and then they need an extra muscle. They'll hit you and say, hey, we need some help. And then from there, I try to support where I can, right? And so with that, over to Chief Karris, R.E.1. Chief Johnson, real quick, did you have anything for the internationals before we head to our? That's right, they're getting ready to go hang out with the other internationals and Chief Wright and all them. Thank you all for being here. It's been a wonderful week with you all. I'm sure the teams had an opportunity to work alongside you as well. Safe travels back to your AORs. I look forward to seeing y'all here the coming weeks to a couple of months down the road. Thank you. Y'all, please give them a round of applause. Kia ora. See you in May. Yes, I have a good AOR, y'all. I have a great command team, my command team. And I think we really do it. One of my misunderstandings about Chief Johnson initially was his passion. Ooh, I did not understand that passion. But once I understood it, we ever leveraged it to utilize it to get our students done for our command. But thank you Chief, thank you for everything you've done because what you're gonna realize is things that we've got going on in command. I don't have them by accident. There's a lot of thought put into it and we haven't moved on a lot of things. So we talked about the triad within the squad and your commander, your chief, your first sergeant. Well, in the A1 community, we got something very similar. We got our EPME manager on staff. You got myself, but we also have AMPC. So what we've done today was that we've got our AMPC, our counterpart in as well. And he's gonna tell you about some of the things that they've got going on up there at AMPC. Things that directly impact your airmen. So we felt, what a better audience to have here in front of us, and that is our chiefs, our selects. We talked a little about PAC-CAP pride and I love the way Chief talks about it because I'm very much the same way.  And how we get after our initiatives here in the command is that I always tell a chief a couple of things. Chief, this is what you're gonna experience with the things you're gonna run into. Here's how I recommend you, you tackle it and here's why, you give them all those backgrounds. So with any of our command chiefs we have in the command, we wanna have those guys have the information at their fingertips. Because as they engage you and as they engage those airmen out there, we want those guys to deliver that information in a timely manner. We don't want those guys coming up with stories or the thought process of the way they think it is. We want them the true information.  Let those guys tell you about the policies and the procedures that are going on. About policy and procedure, how much like that? Is that illegal, immoral, or unethical? We'll find a way to ask. And if it's policies stopping us, we'll find a way around that as well. There's two things that we don't have in our command that maybe the other commands have. We don't have any problems because our problems, you know, are opportunities to get things done. And we never say no, there's always a yes. Again, if it's not illegal, immoral, or unethical, we'll find a way. I got a policy background and I'll research every AFI that I can to make sure that your airmen get the benefits that they deserve, any opportunities that they deserve. But I also need your help as well. I need your help by you doing your job at your end. Because if things bubble up to our level and they're not fully vetted, then there's an issue. You have achieved who's credibility as achieved. We'll see credibility among those airmen as well. So help us, help you guys. Before I go any further though, let me introduce Sima Sarr and Edwin Bridges. Edwin came to us out of AFPC. He did a lot of the heavy lifting for EPME and all the development that took place in about 2015, 2016. And so we'll have him brief a little bit about EPME and then we'll have Jason Sarr off from AFPC, talk a little bit about the things that he's working on for that command as well as Big Air Force. So Bruce? Thank you, good afternoon. Welcome back from lunch. I'm so excited to give this shift out in this EPME. And I think as chiefs, that's gonna be one of the main topics that you all have. It's, hey, one, when will you attend the chief leadership course? But two, your admiral gonna always be concerned about when am I gonna attend NSU Academy. And so as we go through the conversations there, I wanna be able to just provide you a little bit of insight on that, the most important, have some dialogue. One of the key people that your organization or at the base is gonna be a former training manager. The reason why I say that is because AFPC directly involves them in all the dialogue, the conversations and also provide them resources that are extra fingertips. One of the resources is the AFPC Workforce Development SharePoint. And how you can direct to that if you go out on my person, if you have a pen and paper I would want you to write this down as article 39144. Or if you just go out and type in EPME and my first search engine, it's gonna take you to a resource, I mean a resource that gives you all the references that may not be specifically in the AFI because all of the how-tos are coming out of our personal AFIs and giving you those directions to my office. So for you as chief leaders, chiefs, your opportunity to attend the chief leadership course will come up here very soon. And so it's based off of those who already have chiefs on, those who are select. And then it prioritized based off of your time and grade. So you all have an opportunity to come to here at Maxwell-Garner to attend the chief leadership course. If you wanna know that prioritization, if you go out on the AFPC Workforce Development SharePoint, it's gonna list you one to end on how you would prioritize to attend the course. Based off the show of hands, oh, we have a couple of chiefs and have you attended the course already? Or are you scheduled to? Some of you is already scheduled to Now I guess the other thing is if you have some time lines that you're up against, if you know, based off of the chiefs that are already scheduled on the base, if you wanna be used as a replacement, let your former training office know so that they can reach out to you and see if you're available to attend at that time. Any questions or dusts for my chief leadership course and when you're scheduled? You could be there at 1-1-1 or 3-9, 3-4-4. And if you can't recall that, just go in and type in EP and me in the search engine at the top right-hand corner and it's gonna take you directly to that article. There's also a personal service delivery guide that tells you who's eligible to attend and also who's ineligible. And so just based off the top of my head, I wanna share something in eligibility coverage. Those who are pending an investigation, those members who are serving on the N-E-B. Those members who are about to PCS within 120 days of their D-Rows, particularly those who are in the whole country's location, such as your Anna. Now, that can also be waived in a sense because really we'd love to wanna make sure that they can prepare to go to the next base without having all the hardship of going to the BME. But I will waive that requirement so they can attend based off the situation we're in. So you can always bring it up to your former training office and they'll ask me and I'll send them to AAPC to ensure they're good together. Yes, sir. Sir, are we also addressing the short course for former training because you mentioned how important they are. The rest of us will be like the low and wide average for former training. Yes. I can speak specifically for Anderson. So I know that's something you have to work on. Can you give us a timeline where we can actually... Is it because of the conversions that has been reached in AAPC? Okay, so one of the recent conversions at former training office is they had an active duty personnel in that position. They were converted to three of twos. That's education and training. And so because we are below the level of our average, then that's when we're going to be working with the NPS and ensure that we can continue to sustain that. And that may be something else from the personnel's community until we can get after them where our right man is. I would say that probably within PAC-AP, me being a functional manager for education and training, that's going to be one of our number one positions to feel outside of the master's sergeant position. That's a priority position for us. And so we'll continue to articulate that, working with Chief Carroll as going through the FSS to make sure that is valid. Do you have any questions about EPME? I know I started with just talking about the Chief Leadership Course, but there's also a roster out there for the NCO Academy as well as the senior NCO Academy. Yes, sir. NCO Academy, this is where we need your support. You want to hear it with me. Defirmance? No, it's a schedule. Okay. As it comes right now, it should be no surprise when it's time for your NCO to go to school. But for some reason, y'all getting this shuckin' out, it's time for me to go. I can't make it. Again, why are NCOs hitting into deferments when it comes down to going to the Academy? Nothing is more important than the development, education development around people. Now, what I'm getting at that is, the first sergeants do a wonderful job with ALS. NCOs, we hands off. CNCOs, we hands off. Chief Leadership Course, we hands off. And I need y'all to be hands-owned. There's nothing more reflective for me. And I looked at the command chiefs and I start now, died into a unit. But why is this person always late? Why are they always deferred? And we'll come in, I said, Chief, why didn't you know about this? What do you mean? And again, I need y'all involved in these things. If not through you all, give your first sergeants well. But this is a command team issue. It's a leadership challenge. Our NCOs should go to P&E. They should go to NCOAs and we shouldn't have all the deferments. Because now it's a crisis. When it's time to put that line number on. Oh, you want me to stop and dissolve the world and get them in there. And I'll ask, where was the crisis and the importance of getting them in sooner? If that makes sense. And I go back to my philosophy.  Because emergency disorder, they need to leave. We'll get them out the door and get them done. But we won't send them to school. So need your help to resolve that. We have horrible statistics at the NCO level and get them scheduled and get them into P&E. Just saying. So one of the other key elements about that is, how many people know how far in advance is AAPC scheduled and under the 10 of P&E? 120 days. And so 120 days out, they're notified to attend P&E. They are scheduled. Our notification rip goes to the formal training. And so that's where my engagement is with the formal training. Sure that those rips are going out to your members. And so as cheese, I would solicit you to ask, hey, if you haven't seen those who are scheduled, reach out to your formal training office to bring that awareness. Because I feel, not all the time, but 120 days is good to get your life in order before you head out to P&E. But how many of you have ever received a notification 120 days out saying you're going to P&E? And so that brings a lot of stress. You can plan as cheese to make sure that you have proper coverage. Now you've been working with the organization to make sure that people are taken care of. And so that's the efforts that we have going in the FSS, but also I mean, drag out and to reach out to the formal training and say, what's the current status of those members of work time? And I can always send a schedule out to the formal training and also through FSS that can get to you or even through the command cheese so that you can look and see, okay, this class is in December.  Because that's one of the main things that we had going on with previous is, members are saying they've received notification 30 days out of two weeks out. And in my mind, coming from FPC, I was the one who was initiating that process. I was like, that's horse fucking. Crazy. And so with that, you'll have also NCOs who want to go. Do you know who they are? I'll take a alternate, I'll be an alternate, I'm ready to go right now. Do you know who they are? You should have kind of those things with their shirt as well and knowing who you can plug the program in based on the eligibility, right? So you'll have the opportunity to look at, it always says on the unit, one defer, you got to put somebody else in. I would kind of know who those people are already and have that in your playbook, right? Again, it's saying, hey, most times the first time they do very well with that LS, they run. But it kind of hands off because it kind of goes from FPC but that doesn't mean between you and your command team that you can't know who's eligible and kind of get them to know what goes on. So as a command chief, I would always, if my academy was elsewhere, that was at Albion. So I've been overseas for the last 15 years. I'm at Albion and I said, I want to see all the NCOs before they go. Bring them all in. Now look at them. There's things you can look at by looking at a dude and I'll say Airman. This has to be a guy I'm talking about. An Airman in full service dress. So he came in and he had no good prices on none of his ribbons. I said, well, how long you been in? He said, 15 years. I said, really? Based on your ribbons, I don't think you've been in three just like those four years. He said, why do you say that? I said, stand up. Come up here in the front. Maybe everybody look at you. I said, it's not one device on your entire ribbon set. You've been in how many years? He said, 15 years. I said, typically it'd be a good conduct medal. It'd be something on the longevity. There's things you can just look at, team. I'm just speaking to my experience and quickly summarizing what I do when I see you. And from him, he had nothing. But he knew he was coming to see me as a Comanche. Who else had not fought on that arrival? I'm looking at you too. He representing your squad. Not only did you know he was coming in there, right? I fought the supervisor. This is a technical sergeant. I'm saying no in his sergeant. Ain't no he coming. Right with me at the wing. And so I go through those things preparation. Who sits down to make sure? Now again, it's just leadership stuff. How they learn. This could be your talks with them. Do you have your stuff ready? Depend on your AFC. How many uniforms you're supposed to have? What you've made is it just bring some of them in. Just bring the uniform. You don't have to wear it. Just bring me in. Really? When they go to the NHL cabinet, borrowin' pants. Borrowin' uniforms. I said, now that's, look if I've got about six, three. It's got his height. He stands in front of me. Stand in front of me. It was a guy against his height. And he's wearing my pants. I said, man, you need to get them off. This is no way. These are yours. These are mine. I said, well, you don't go in and heat them up today. Go right over there. I was in Japan at the NHL Academy in Irwin. I said, hit right on to the cleaners and get them some. He said, you want me to, I said, get them done. Them your pants, there's no problem. He said, I said, oh, so you lied to me. I said, go buy you some new ones. He said, oh, okay, Sergeant. I said, I'm ready. And next week, it'll be good to go. You'll be amazed. The things that share with you when they get ready, get the ticket to go, right? But we should always be ready. So different things to put in your tune box from dealing with PME. We should always know when they're going. So with that being said, another thing that you can tap into is your career assistant advisor. Some of the programs that we're working on right now with Chief Johnson is ensuring that there's a clear plan for development. He's already touched on development, but we're working with the career assistant advisors to try to standardize some of that within the command. Hopefully, you've all heard your career assistant advisor talk about that, maybe solicit some feedback from their staff and techs, show fans who knows it. Any type of involvement there? Okay, no big deal. Well, I've already received that feedback and those are the things that we're working on. We're sure that we have a clear path to development throughout the back end. Any questions for me? Yes, sir. I'm really good about, I think that's true. Okay. I'm so good about that. Right, my first time. Okay, so we had Pacific Stripe. That was at the first of February, I don't think we executed it. We brought about, as you mentioned, three people from East Insulation. We had a lot of Chiefs that were serving on the headquarters staff and also some other serve the matter experts. And we provided them an opportunity to have candid discussions about the things that were going on afterwards, things that were going on the command, and also things that were going on in the installation. So we got raven reviews, I had an opportunity to see all of that feedback. But as mentioned, these are some of the things that you can extend and do in your squadron. Building a standard schedule, having them to come in for two or three days and develop them, because they were hungry. I can assure you that we have raven views where they say, I wish I had something like that in my face, but guess what? You have an opportunity to touch people's lives in your squadron. And so take that as an idea. As we're taking notes, I have plenty of notes of things that I can share as I go into my next endeavor. And hopefully you will take that item as an action. And so the intent of Pacific Strip is really, for us, I've seen leaders across the Air Force to kind of give them some things that's in between formal P&E, right? So we want to infuse those leadership traits and ideas, thought processes into some of our high performing potential NCLs at the staff and tech level. Because you all are not letting or sending me this growing employees, you're sending me some of the very best. And so while they're there, they're having opportunity to touch. One, that's the Commander of Pacific Air Forces, Chief of Staff. We had a couple of, those two GOs came in. We brought in the Paycom, Indopaycom, Command Senior Listed Leader. He had an hour and a half, I think, with them as well. I had time, I think two, three blocks. We had a senior mentor from 11 Air Force who was with them the entire week and Chief Wolf. It was a fantastic development opportunity. I'm looking at different ways I can do that for the different tiers. We also do one with the Junior Listed Leadership Form where we bring in all of our internationals. That's one we have, not as many U.S. members, but we take all of the countries you saw here and we put them in one area. We've done that in Australia, New Zealand. We're going to Canada this year to do it there, hosted by the Canadian Air Forces. And it's another opportunity now to train and to be developed alongside our international partners. And so I'm looking at different ways from a developmental point to where I can have targeted development through all of the tiers. The ones you're talking about, the career assistant advisor, they are your focal point for the command chief at your installations. Through them, what's the standardized formula and what does it look like? Whether it's the airman tier, typically you have an airman PS, an NCOPS. C-N-C-O-P-S is done with what? When do we do the first time for a master's song? When is the first time we do some development with him? When you make master. When you make master. Don't see no other time outside until you get to formal training. What do you perceive as stars? What do we do of y'all? So why isn't there something for you all? So I'm looking at those opportunities right now when we can come in for master, seniors, chiefs and then look at the NCO realm and airmen and really kind of codify a platform and say at a minimum you'll have these things for development at our installations. And then still provide flexibility of the command teams at that base through our commanders, chiefs, first sergeants, whoever's feeding in and say we now also want to do these things for us like chief course, superintendent course, something for our spouses. I don't want to get involved in that. I want the standardized, I think minimum courses we need for development for our ranks to make sure our airmen are still being developed and the expectations that we expect of them at their rank and rose. And if we can do that right, we're good. I'll talk more about resiliency later on all things we're doing there too, sir. And with that being said, I'll take it back and send Carol. So they're going to switch after real quick, Jason, do you want to go now? Sure. Listen, yeah, I'm not, he can just go. He said you can just go, I don't want to stop the show.  But first things first, right? AFP said does not suck, with all those specs. However we do have some things to work on. So what I'm going to talk to you about today is what we need to work on, right? How we can function together as a team. Because as the Chief said, even though we're chiefs, we work for somebody, there's a million chiefs at AFPC and guess who we work for? We work for Sergeant Wilson at the MPF. We work for every single one of you chiefs and Chief Lindsey works for all the command chiefs as they grow up. So you heard yesterday, Chief Lindsey talked a little bit about how to function and gave you the list of PLCs, Chief Fryer, Chief Baxter, Chief Wilkerson and Chief Hodges for DP0, oh and Senior Comer for DPF. So those people are your entryway. The reason you want to use those people is so that we can track it, right? Because the things that we have to work on is clearly our mindset. The longer you're doing something and if you notice AFPC is the mecha for personnel, the longer you do something, the more involved you become in it and the more you become passionate about it. And that's what we have. We have a bunch of passionate personnelists who are kind of afraid to make a mistake. The mindset that Chief Lindsey is getting towards and the reason that I'm in assignments completely is because I don't know about assignments. And the mindset is to let it go a little bit, right? We want to get to yes. We don't want to get to right because right is not tangible and right depicts emotion. That says what's my right versus your right. That is a knit. We want to get to your yes. We want to get to the commander's yes, to the chief's yes because that's tangible, right? That's a black and white standard. We want to get to yes. So what is your role in getting to yes? Your role is to tell us what you're really trying to do. So I'm going to pick on Chief Carols because he called me out just a second ago. So if you want to deliberately develop somebody and we'll just say to a PCA, right? If that's what you want to do, we need to know that up front. Don't ask us for an assignment swap, right? Don't ask us for something that you think we want to hear. We want to know the story. Share the story with AFPC. Share with us what you're trying to do. The intentions are the same and you heard Chief Lindsey give the same speech also and it's time to ride in the chief ride. I hate to keep using somebody else's name, right? But our leaders, our boss gets his message from the chief of staff, right? And Chief Lindsey gets his message from the chief master of the Air Force and our intent is to revitalize the squadron. We can't do that by centralizing personnel and your manpower and not have any input from it. So tell us what you want to do. We are our intentions are the same and violates the squadron, deliberate development, resiliency, all the big rocks that we went over just yesterday. That's our intent too, but we do have some sticking points, right? So that's why you have to know who to reach out to to make sure that you can function within that. So there's something else and the reason I'm going to put my name out there is because to get to that, we're trying to figure out what's wrong with our programs or what kind of things we can do. That's where I come in completely, right? So I am in charge of personally and I have a team. So we are in charge of the enlisted assignment working group. That means we're trying to change the enlisted assignment programs for the better. So you've seen that already, you've seen the BOP program transition and broaden and now we have Conus assignment program, right? Not here to get into the programs and all the AFIs and those kinds of things. But it evolved to that, I'll state the questions so I know you guys are going to have some. It evolved to we have a Conus assignment program. So we work the Advanced Orders Initiative. Anybody at OSTOM right now? So the Advanced Orders Initiative, if you're at the chief's group meeting, I came and talked to the chiefs about that. We're giving orders in advance. Here's your orders. And now chiefs, you guys are responsible for making sure everybody out processes. Why? Because it gives flexibility. Now the family members can plan. We just heard about it with the P&E stuff, right? You can plan ahead.  So why did I drop my name? Number one is because I want to know what your ideas are, right? I'm tired of making decisions in a bubble. I don't want to hear what a personalist who's passionate about what they do says about silence. I'm tired of it. I'm really tired of it. But I get nowhere. And like I said, I'm the guy who doesn't know assignments and I get beat up by all the people who already understand the AFI. But I'm asking the why behind this. It doesn't make sense. I don't want to do it anymore. But they say it's the rules. Rules are rules, people. So I don't want that. I want ideas from you to flow in. I want ideas to come from, we're going to start pulling in our APC assignment functionals. So you guys have some functionals on the floor, right? And I want to get the feedback from them versus a feedback from the person or people that are controlling AFIs. And so I'm talking about a silence specific at this point. So what I'm working on currently and what you're going to see next is all the A1s are coming. You get a glimpse behind the curtain. They're coming for our developmental board. And I'm going to talk to all the A1 chiefs and we're going to ask for representatives from the bases to come talk about Akona's reprioritization. Some of you guys are going to like this. Some of you guys aren't right. But why does the guy who's been at APC for eight years, I mean at Hickam for eight years get priority over a guy that's been in mine or a TI that was crammed into a job busting their butt for four years or whatever. And that's how it is right now. You come from overseas, you get priority.  So those are some things that we're trying to get around on. So here's some things that you need to consider, right? I'm going to backtrack just a second so I put my notes down on this one piece. When we're getting to guess, we might not be able to do it exactly like you want to do it. That's why you have to share it with me, right? We do have some laws. So the Doty, it's AFI or it's Doty, 13, 15, 18. You have to Google it. I don't know where to find it, but there's a Doty Pub somewhere. I Google it every single time. It's huge. Google it. If it's in there, we can't change it. It's a law. If it's in 362110 or any of the others, the relocation, the AFI, those kind of things, we can change those. Those are the things we can work around. That's the exceptions to policy that you're asking for. And once again, if you get a question and we say no to what you're trying to do, Chief Lindsey will tell you and wants to know who said that. If it's a silence, make sure that I'm on there. It's important because sometimes I get strategically left off working on it, right? We've got things to work on. But if you get a no, hopefully you have some kind of answer or reason why and a solution. Some other way to work around it. It might just be requesting man for your function or something that's very much stolen from our culture. I think that's all I got. One question I'll ask about the back up is that, so we have a lot of folks that go from overseas to overseas to overseas. You got to pitch today guy a red shop who does multiple tour tours and go right back to shop. Is there any thought, any idea of, now that the Doty has given us some flexibility of picking it back from a long tour and making them a non-bout to a short tour? I think so long to short, you're gonna make a quote of AFI, I'm not ready for that. So, because that. Yeah, it's a dope. Right, because remember I told you I personally don't know that. But I'm gonna tell you this is that we're trying to unclog the overseas rotation, right? So, we have guys that, they raise their hand. I've been at, we'll say shop for 17 years. They haven't been hit with a non-ball. That's why they've been there so long because their career fields are big so security force is anything big. They have to volunteer to move and what they're not doing is moving. That's part of the challenge with the CONUS priority, right? So that's why we always take overseas first because they did their time or whatever. So you say that Doty opens up a little bit. The real problem with overseasing and the reason you get overseas first, so consecutive overseas tours is because it saves money. It takes out a PCS from the equation and that's bottom line, we can't get around it. So if you keep trying to go from, I think it's short, long, short is what you can't do. So the other part is you can do that all day as far as the consecutive overseas. But I will take a couple of questions. Not necessarily, right? And so to my knowledge there's a policy that limits E8 and below to two assignments, two overseas assignments. Is that true or not? So each, so the magic comes out of that. So PACF has that consecutive overseas tours in place. No, no, no, that's not what we're talking about. I'm not talking about consecutive overseas tours without getting to our D-rolls, managing policy later. But I'm getting at it right now and saying the functional community, we just relieve that for the chiefs. Meaning you can only have two consecutive overseas assignments that you got to go back state time, right? So we relieve that pressure on chiefs. We said no, because it's the right chief or the right job that needs to be that person, especially with the CIPs, interview process, no kind of things, you get the right skill set. It was more talk than most of our two Alpha-3s where we were short, right? And so we relieved that for, we took that out, we got rid of it, right? That was a key contributor to it, it made no sense to me. Meaning they could stay overseas? They could stay overseas? Yes, absolutely, yes. Right, yeah. Right now, I was also told that it was the same for key base and below, to help with the rotation and eliminating some of the fog that you have in the constant, people staying 17 years in one location. Well, if you get them to move a little bit better, it's easy to manage us because we were managed by D-rolls, right? Right, yeah. But why can't airmen, they want to stay overseas, can they say? They can, but it's not, but so pack up your policy, right? You don't have to look at him, you look right here. I'm a generator cracker. Right, yes sir. So that's the only policy that I know that says. The policy is you can only stay in eight years in one location, does not say you cannot go over. And we took the IPCOT, COTs, all that stuff out. So I'm gonna help you with it. So none of that's inside of the current D-rolls policy level. It almost says you cannot stay in eight years in one location. You can do eight years in Hawaii, you can go to Japan. Yes, I think we're saying the same thing. So I might have answered the question wrong. Ask that again, because that's exactly what I'm tracking. Well, I'm just looking so, the functional community is where we need the help. We've gotten out of the business. So what I'm saying is that we've gotten out of the business D-rolls management. And we're putting this as a revitalized squad and we're putting this back down to squadrons. For example, who's in here in Korea? So if you're in Korea, no where not D-rolls management policy is safe. Nothing in it indicates remote. It says eight years in one location. So as far as myself and General Brown are concerned, you go to Korea. You can stay eight years. I don't really care. If the commander determines that based on performance, that should be the right person. However, that ain't what the AFI is gonna say, it's not what the commander, if the functional community says, you're gonna do the remote, that's it, you gotta go. For me, let's put it back to the commander. It's not for the commander and the functional community to work that out. For most of my headquarters staff on it, eight years is the magic number. Does that make sense? Yep, it does. I think I meant to say the same thing. So two long tours back to back. And I don't put that in the U.S. kind of possible. That's it, y'all sauce is taken, I don't care about that. We don't have that. So it's all your policy. I have it, I have it, I just, I didn't have it, just probably two weeks ago. Chief, you're not prevented from doing multiple overseas, consecutive overseas tours. Yes, but they will say that Jason's sometimes put them. It's a remote. You go to Coompton, it's what, how many, what's the time? I have a guy that stayed at Coompton for four years. It's 12 months. But typically what we'll say is, you get your remote, you gotta go. As far as I'm concerned, it's up to the commander. The commander deems that person the most, the other's most qualified based on performance. Not because of likeability, performance. Then you want them to stay, they can stay. But now, the command now gets into eight years as if, you gotta go. Right? But I was told when we get with the chiefs that they're in the function community, they go to do two tours for airmen and then you have to come back. State time. They had that in the chief's handbook. I think that recently has changed as well. I've got the chief, that's what I'm saying. I'm talking about E-8 below. Yeah. We don't cover that in the chief's handbook, right? Correct, but E-8 below, they can do multiple because I can go with these tours. Oh, good, okay, I'm good at that. But I had airmen, they tried to put an extension to his D-roads because he wanted to stay in Korea. But then they wouldn't let him because they said that it was like something about a back-to-back, but he couldn't extend longer than what his tour was already. It was somewhere, something weird. It was probably before the fallout. It felt like before the New York airmen came out. I was like, he wanted to stay in Korea. Two tours went in and they were not extending guys that were four years to a fifth year when they had command sponsors. No, you're on a two-year and then a two-year. You can't see how. We're gonna support whatever. Like you said, the commander determines the command chief, it doesn't matter. The command leadership team, if they say that, we're gonna support it. So everything you said makes perfect sense to me, right? If you're performance-based and they need to stay there for the mission, or the chief Lindsey told the stories about retainability and D-roads or higher tenure extensions and all that kind of stuff, we're in the same boat. So just in quickness, based on our D-roads managed policy changes, just signed by General Brown, I'll ask y'all to read it. It gets to the point to where your airmen are in the position to where they wanna stay and you, as a part of the command team, feel it's appropriate. You command and support it, you support it, then elevate it. Elevate it to our A-1. It's not stopping at the wing, the commander support it, but you want it changed to get to the right point. Commanders get a boat, send it to our A-1, it'll soon get to me. And from there, we'll look to support and do the right thing by you and your teams, yes? Gee, rely on your local FSS first. That's your link before you go to the VashCon. But that's what the FSS and your local base is there for. Well, hell, then that's included? You should rather put a chain to get it on up there, but don't stop that, no, don't stop, because there it is. Some of you all will get called up in your functional bank. No, don't believe that, this is it. You'll put your personal thought process and viewpoints on that. And to be honest, I don't care if you skip FSS. Y'all are mine. Thank you. Well, what I'm saying is we sure will be. I'm tracking all that, but sometimes you have stole pipes of excellence and there are timelines associated with it. There should be a web of communication team. Just become someone on your base. You can call it called a call a friend. You can do those things within the command. You can call your match, call it functional. You don't get a little FSS first. You can call the next person. That's what I'm gonna have for every functionalist on the team. I said, if you were here on the headquarters staff, you're not talking to other people outside of there. You're wrong. And so I'm getting, if you want advice, there's always things with action to get a little bit more fidelity in your thing.  That's BS. You want to get to it? Chiefs contact chiefs. Get a second opinion, get a third opinion. You don't have to get action just then, but you can get that to get told the information. Imagine right now I got a call being said, what would be your advice to this? You get it real quick. When I get to the email, here it is. And here's the thought process. But those are the things out there with it as well. Working at your level, but sometimes your level, I mean it takes a long time to go from your squadron all the way up to a wing and then to get all the way up here to me. Whereas you do the chief network, when you're talking to your chiefs, I'll get a phone call and probably you give it to them about three, four days. As usually about the time they take, you get to one of them CCMs and they say, let me just give Tony a call. A good example that would have been a P and E at, P and E at O'Son and Coonson.  I got a phone call quick. Just a thought, right? So don't get caught with stole pipes of excellence. I call folk all the time. I'll call right now to the wing level. So we're gonna call them now first. No. I'll just say. A question on EFMP stuff. Oh. We, O'Son gets a lot of EFMP cases just because of how limited we are in our medical resources out there. It just seems like with all the computer systems we have and data portability and things like that, it's almost a year basically. I think it's turned off on EFMP before. Someone else gave you the assignment. That can come up there. And the doctor did. The doctor saw it as a qualification. We go, I mean. Yep. So anytime that something happens where we remove somebody from the assignment, try not to talk bad about people. They should load another assignment right away. If that's not happening and they're not doing outside their matches, you have to call. And I apologize for that already.  You just call whichever function you want to and tell them that sometimes we break stuff and don't know. So we're centralized manpower, which is terrible because that's what we use, right? That's what we need the most of. So we centralize and then we don't know what's happening at the squad. So if we break something, or if the member, if something gets broken because somebody falls out, we need to know. And it's just because we're letting the cycles run and maybe they got distracted by something else. They don't know. I guess my complaint is, you know, with all the systems we have in place, why are they in the assignment in the first place? Like this should, you know what I mean? Like this person is a known issue. The hospital have known limitations. Here's what we can't do. It's against the law for us to pick assignments or disqualify by a cue code, by a family member because the you and everybody else has potential for development by the assignment, the officers especially. If we use that cue code as a discriminator, we might not allow somebody an opportunity. So we have to let it run that way. Even if we know, right? Sometimes I've seen, there's a guy, there's many guys with weapons. There's a guy at OSAN right now who came from Nellis and he knows he can't get a care anywhere else but they, we gave him an assignment to another base. Nobody couldn't go there, just delayed everything just to send him back to Nellis. So can I help answer that question as well? I know exactly what you're talking about. We've done a lot of homework on this and we fought it. Some of the, unfortunately, if you see mentality was, we can't do that because this reason, this reason, this reason. And I go, wrong, we can do it. And here's how we can do it. We do it just like we do to Korea. Young Emery goes into Korea, he's medically disqualified for whatever reason he can't go there. They do it in an automatic assignment at least last. So we brought this out to the cell and we posted it back into the building and we've run some robot code. We continue to go back at that as well. We've approached the cue code piece of it as well. We got the same answer, right? For a legality reason, we can't do that. I'm okay with it. As long as we can do the assignment at least like as soon as we find out the person not medically cleared to go in there and we keep on approaching that. So we'll go back up there and I'll provide some more data as well. I just, I feel like joint spouse. We're joint spouse, people self-limit themselves just by what they choose. They want to, he says, with their partner or not with their partner, that kind of thing. And basically by doing that, they automatically made the choice that they're going to be kind of limited on what they can get. And I don't know if that's an option to give out cue code to people the same way and say, hey, is this something that you're willing to check the block and say, I'm not willing, you know, I'm willing to understand that, you know, I can't go to certain places because it's condition and I don't know. So that's an idea that we haven't talked about right there. Like let somebody opt in to a disqualifier. And the reason we know about that is because, so it's the other way around, like cue the walls right there. So I got him. But so that's already been brought up. So that's a good example of communication. That's the reason I could answer that question and know what's not happening and know why you're not gonna back this. If we know about it, we just have to ask. If you want to, you can ask and we're fixing the problem institutionally, but both of you, can I do another question? My question is, so like to change the report and later than date, you can go into virtual, my, her, result that and automatically update it. But when I asked the question, and this just happened recently for me, so it's the only reason why I knew about it. I wanted to change my DROS. My chiefs group assigned a person said, I had to go into virtual that leads you to my service to fill out that thing. I submitted it, went to both commanders, they approved, came back and said, it doesn't go to AFPC, I gotta go through the chiefs group. So then I had to reach out to the chiefs group again, what am I supposed to do? Then they say I have to do a DROS curtailment memo, have to go through the wing, all this stuff. In fact, it went up to the chiefs group, thanks very much for pushing. Why isn't everything just automatic through AFPC or through virtual? Like, because you, at the wing level, a lot of our frustration is how much everything gets kicked back because it's not written the way they want it. So then yesterday for the AFPC, for the day prior, he had said, don't write it the way the AFI is telling you to communicate with you exactly what we need. But our wing isn't accepting that. I can write it to what you're saying, write it. But if I'm not writing it for the AFI, it's getting kicked back 20 times. So I feel like it would eliminate a lot of the frustration administratively if it was all automatically generated through virtual or my version of whatever it is instead of worrying about the formatting and what it is the wing wants that we can really ultimately blame for our members not just getting it as quickly as possible through the change. So we've thought about that. Here's my biggest, I hate this question every single time because the answer is terrible.   It's slowed way down, right? We can't develop things as fast as we want to. There are so, I can give you with the way ahead and I'm gonna tell you why first, but we can't develop the programs fast enough. So unfortunately, the negative pieces like mill PDFs, right, you talk about CMS, but mill PDFs is a little bit easier to talk about. It's so detailed, only one company owns it and we can't change things in it very fast because they charge us a lot of money because they're a monopoly and they take their time. And that's kind of where we're at. So CMS and all those things are still, there's so many things we're trying to change and things to catch up because we're so far behind, the Air Force is so far behind in our IT, right? Information technology. So we're so far behind that we can't catch up. So all those things, that might even be something that's in our queue, but our queue is so long. I don't even know if I can find it. And then to bump stuff up, what happens is priorities, right? Not necessarily my priority or yours, it's gonna be the Air Force institution priorities where we re-rack and stack things all the time. Here's what we're doing in something that I missed out on and Chief Lindsay didn't hit real well. That's the top marketplace piece. So everybody's been in Slickums now, right? Slickums is developed by VamTech. VamTech is developing top marketplace for the officers. If you've ever sit next to an officer sometime and look at that, because that's what we're doing. That's another part of the Innocence Style Working Group. We're gonna put that cone of cycle and that overseas cycle into top marketplace. So you click around and it automatically does the BOP of your volunteer and you get a rack and step just like what we just did with Slickums. If you guys played with Slickums, it's gonna be very much the same only with a pretty map. We just got that program, the Town Marketplace to talk to Mil-PDS, like to download it to an Excel file and then update into Mil-PDS, which is kind of a workaround. Hopefully that doesn't get some kind of legal ramifications soon, right? I don't know, just knowing that the contractor is like the Mil-PDS is bad. But right now we may have Town Marketplace able to update our preferences, update changes and send, so it definitely can send emails to your functional. We just have to streamline that whole process. And then the bottom line is why CMS jacked up because it uses the old AFPC office in this. So it could go to DPAAD3, which is the assignment for, but I'm policy, which is DP3 now. You can see a little, that's the bad answer for it. So it's up and we can't fix it today. Keep in mind that too, CMS was originally brought on because of the purchase pay information only. When PC3 went down and Mil-PDS came out, it was to take care of those issues. So we've taken CMS and we've exploded it. These write about the systems. And we talked about Mil-PDS today about sinking money into it. Oh, down the road in about two years, two and a half years, we're gonna come out with actives, which is the pay and the personnel system as well. So I'm really surprised that we haven't seen any money into the system as well. And it's a lot of money, yes sir. I wanna clear up some EFMP stuff. So, and correct me if I'm wrong here, I wanna say some stuff. So with EFMP codes and key codes, they're infinite in variation. So AFPC doesn't see that for HIPAA reasons. And then also because stuff is always changing with the member. So like, I'll give you myself as an example. I've been EFMP my whole career. I've had a key code my whole career. When my son was little, he needed a lot of very huge surgeries. So I was kinda stuck in San Antonio for like five years. I'm still on a key code. He's 19, about to go to college. All he's on the key code for is hearing aids, right? So AFPC can't see that. So what happens is, if I get hit up for an assignment, there has to be a clearance process that happens. And that sometimes takes time. And what that is, is the member's supposed to go to EFMP office, get the paperwork. It goes through the provider, the head physician for the hospital signs off on that and says, you know what, we're cool with them leaving and going to that duty station. That gets sent over to that duty station, head physician in the hospital, looks at the capability currently at that moment of that hospital and that local civilian community, which, by the way, has always changed. That takes time. If at that moment they say no, then that's when it gets kicked back to AFPC and then they have the determination to either send that member by themselves or to pull back the assignment and send someone else. The issue with just blanket saying, no key codes at this location, is it's, it'd be against a law, it'd be unfair because you don't know if the key code is, hey, the child just needs a little bit of speech therapy. It comes out at this family for the men. That's what a conversation happens when it comes between you and your functionals and you kind of know those things, you can help clarify those things up front because they are limited on the KIPA data that they get. The more senior you get, the easier it is because we know who you are. You've been around forever, right? We tend to know who you are. We can work those things functionally. It's hard to do that when our airmen are very young and we're not connected with them and they're being generated by a system, one through the medical side and then through AFPC. Those are the challenges as we look at those right now. And we struggle with that in the command, definitely going into Allison, Massawa, and Korea. Those are the three hardest places to feel and we get a lot of pushback with isolation and the tempo that's on there. I'd like to offer one thing. As a magical and functional manager, when I tell all my base functional managers to do is to reach out. Once they know that Amazon's a selective foreign assignment, they get the inbound roster to contact and see what their status is. I know that they're not gonna share you all that personal information but they can at least give you an insight on what you're building in Penfee or they're gonna give you a potential that they will not be able to proceed. And the second part of it is when there is an assignment cancellation, you're gonna get the real, I would say contact your magical and functional manager because they may not always be tracking it because the SG doesn't always send us the reasons when a member is denied. And so now that gives me the ability to be aware of it and then immediately I can contact AFPC, Assignment, NCO so that we can get a re-select. And so I guess that's like the trade-off, right? Ensuring that, hey, everyone's doing that part to ensure that you're fully prepared to continue executing this. So don't forget, right? We can't talk, we can't discriminate based on that code but there's no reason, remember we work, and PC, we work for somebody, which is you. So if you call up, don't let your functional not give you customer service, right? Just say, hey, I know my DROS is coming up, keep in mind I have this and then just have a general conversation with you, right? They can discriminate by that but they can kind of give you a, they should be able to give you some customer service by that. The last thing I'll say about Q-Codes which is very important, it became evident at Tyndall. People were avoiding getting their Q-Code updated at the hospital. If you get told to go to the EMP coordinator, please do. Because we were having to reassign people that weren't at Tyndall and give them assignments and none of them had any paperwork. So an astronomical number and percentage of those assignments out there became EFMP assignments because we tried to assign them to a base that couldn't support their families. So make sure you go get that updated. It's not a negative thing. There's no discriminator besides that you still get the same assignment opportunities but we're able to take care of your family what we need to before you move versus while you're in there on this road. I think it's mandatory for the EMP, it's mandatory. You would say, yes, if you must say. It is. It's just, two times involved in the deal was right. Everybody don't always deal with the zone. You deal with it, basically. Sir, you talked a little bit about the Deere's Fanta and how that changed. And so now you can do up to eight years of one location. Whereas before it was a little bit different. We've also instituted a new process as well is that your airman outside of their remote locations will receive the first Deere's Option Rift at the 120-day mark of the data ride station. So four months into that tour, they'll get their first Deere's Option Rift and then they'll still get a second bite at the apple 13 to 15 months prior to the Deere's style. The reason for that change is because one is we have a lot of guys coming out of tech school who aren't always necessarily able to capitalize on their talents. So we spend them up in two years and then they can probably have a little dinner, they pop smoke and they roll out. So this is our opportunity during that sweet period to allow these guys to have the opportunity to extend. Sometimes we'll wait a little longer through promotions, through follow-ups and other assignment actions. Sometimes those airmen at a one-off extension aren't afforded those opportunities or at least they're not approved because maybe man doesn't support it. But if we get those guys the opportunity 120 days after the data ride station, most times manning will support us or something out there. There'll be some second, third-order effects and we'll revisit this. But as of right now, that policy just went into play and we'll revisit that policy one year after it's been into play. So yes, sir. I have something to respond on Ipacons, especially for these two of you guys. So in BPC, there's no option for a decoration for an Ipacon. It's PCS, PCA, or achievement, are the three categories. And so internally in our squad aren't managed to make a decision that if we got a two-year contract we're calling that an achievement, not. The assignment AFI says Ipacons a new tour, but it's not PCS and we can see that we can push that up. I disagree with that, Gwynard. That comes down to the development of your people. I understand for this one. I disagree with it. And so here it is. Some of y'all are cheating. You're trying to get over it. A consecutive overseas tour, two tours. You should get one after the first tour. If you're going for two years and you sign up for another two years, that's a two distinctive tour. And here it is. It's easy to do because it has inclusive dates. Now, that's easy for me to sell to any commander. Here's what's hard, an extension. I came in at 15. I'm going to, my tour ends at 17. I want to extend it by one year. When do you give the declaration? At the two-year and the one-year. At the two-year tour. At the tour. At the extension. At the tour. That's all about this conversation. It should be real simple. That's the end of the tour. At the end of the tour. That's the first two, not 15 is 17. That ain't the end of the tour. The member just elected to extend the tour. Which means now it's an 18. So only all of us in here trying to help y'all air it out when they come down to testing promotions, you wrong. Oh, don't frown up. It's been done. I've been overseas for 15 consecutive years. Since 04, I've run across the whole gamut. Well, if we get one right here to help them when they get ready to test, we can help Tony out here. No, wrong. It's supposed to be done at the end of the tour. So if it's a consecutive overseas tour, and guess what? You do it then. You have another one. Then you get going. That's two. If you're going to give something else in between that timeframe, right. I'm the command chief at Aviano. In the middle of the tour, three-year tour, I brought a man. I said, I want your absolute best airman to come in here and work in XP to work in these other programs. And I'll take care of them. They're doing a fantastic job. That's a specific achievement. And they'll have specific, inclusive dates that you're doing that took us a minimum of a year. And you're going from here.  You might go and get an achievement. That's good. It's a specific achievement or accommodation. You're not getting what someone's gonna get for a full tour. I didn't do that. It didn't make sense to me. Right? And so it's different things you're looking at in decorations. But going back to the 120, I'm finally resistance on this. The 120 days gives your command an opportunity. So here's some of my thoughts on why I think it's genius. Of course I think so. But I have not provided you the rationale on how I look at it. How we look at it. When I'm talking about it right now, 120 days, imagine the airman just coming in 120 days, he's at your assignment, they arrive.  That can speak to, guess what? Two things in your organization. What do you think? Climate and culture of the organization. Let's say you just have 15 year airman, 10 of them said, I don't want nothing to do with this place. It snakes, I wanna go. What indication to tell you right now is achieved? You might wanna get out of here. And you only need to do the deox, that is immediate feedback. And not once are we looking at the data to look at that, to provide insight to what's going inside your unit outside of your purview. Because you're not the sergeant they're dealing with every day. They're dealing with one at E-5. Keep in mind, and E-5 is the most junior, most inexperienced airman we have in the supervisor ranks. And we want them to do and make decisions as we would. They're not doing it. And so they need help. And so that's some of the impact and results you can see. It gives instant gratification to the climate and culture of the organization. At 120 days, G. Carras also said you will also still receive that other option had ripped at the other end on the backside of it. If an airman decided that at 120 days I wanna stay, could you turn that thing off potentially at the end? If they what? If they didn't enter it. It's 15, 18 months they ain't entered it yet. Right, but could you turn it off? Sure. Why? Because you haven't entered it yet. No, it's not, I don't wanna say that, that's the simple answer.  It's not because they haven't entered it yet. Maybe they're not performing at the level they need to. Oh, music to my ears. Now you have something. If they haven't performed, if they haven't earned that by performance, you need to do something else about it. Don't send them stateside ones on the other side. No, no, ain't nothing wrong with average performers.  We need average. What I'm saying, you know what you're getting. Ain't nothing wrong with someone doing a consecutive overseas tour via average. Maybe you might get outstanding. Well that was on point, why would we turn it off? What I'm getting at, I don't know what the case may be. Typically, let's talk about the process.  You killing me already. No.  This is the overdramatization. Smallpox right here. All right? So overdramatization, what you end up happening is, what's the normal process? Here's what happens. We get a sheet of paper.  Man, yeah, I wanna stay. Yep, two years. It goes to supervising. Oh, okay, I guess we'll route that up. Then it hits this next person. We get ready to go this thing right here. Who really looks at it? What is an EPR pool? When we looking at feedbacks? When have we done any of that? And y'all in the theater, you doing it? Oh, of course, yes, I'm here, BS. I didn't do it that way. I'm gonna talk you from my experience. I didn't know I'm gonna pull all those things. I thought it was going to be done. Here it is, she's doing it now, she's the chief.  My assumption as a front line supervisor is that was being done by the first sergeant and the command team and the commander.  No one helped me with this. It ain't no rule book on where.  You didn't do it at staff sergeant. If you were, you might be one of these 14, 15 guys. I didn't have that experience. And that's what we're doing at Airman now. So now at 120, you now have a indicator for culture, climate of the organization. You now have an opportunity to drive front line supervisor, feedback and development. Johnson wants to stay. Have you talked to him, technical sergeant Marquez?  You better have a conversation with him. Let him know the impact of him staying in these things in a continual overseas environment. When's the last time he went home on leave? I don't know. Does he have any family issues and things we need to, now some personal stuff is going on. Now we can look at performance. Is he really outstanding? Is he, is Johnson who we want to be and keep overseas or we now can turn him or her back and get someone else new into the organization? You can do a lot with knowing who's supposed to be there and really look at it because it's a privilege, not an automatic right. And the discernment starts with us team. So when are we doing? Well, it's some great talking points at 120 day and potentially turning off at the end if appropriate, not mandatory. But I also said this thing when we're serving over here, what if the member gets married? Sofa status and all the other things that come with it, 15 years overseas. I like talking about to me about this. Long time I've ever seen nobody have to go talk to somebody. It was written by the FBI. You need to go talk to the first time before you get married. Oh, sign this paper. How long you been dating? Three days to sign it. I'm good, but I'm waiting. She loves me, right? And that's it. I've not seen much of these type of things and it's just lends to the potential of driving face-to-face communication from immediate supervisor through the commander. And those are some of the things we looked at with the 120, if that makes sense. Now, just as Jason is, we're gonna tweak this thing with your feedback. But I'll need y'all to make this safe because again, we fuss and cuss in discusses. I'm telling you right now at the headquarters, whoo, all the time. I'm like a chief, we've thought about it. Yes, we've thought about it. We cuss and discuss these things all the time. What I have to do better. This is your chief's responsibility. And I feel that doing it is really communicating the why. So I'm gonna do talking points and putting the form of a peg on the center of command. We're gonna work on that next week. This way you'll have the talk and say, why don't we do this 120? You can do it without the overdrive-inization in the small font on the bottom. And you can just tell your airman, here's some things we're looking at. Culture, climate, frontline communication and development of our airmen, making sure that we can discern performance and recognize and really, it's a privilege all of us to serve in overseas environment. And if not, the right airmen, then we can send them back based on commander's intent and what our commander believes. Break, break. Then we can talk about those things inside of commander's calls, alike our senior seal contact points and drive home. Here's what we're doing right now to make sure we have the right airmen still serving based on the training, education and development in this AOR. We need you for a little bit more continuity. We have those tools and things in place because we've vetted you, we've talked to you and developed you. Fantastic. Okay. She's a mean little thing. What point did you turn it off to? Like, I mean, like, what did you say, what was the month? Like, if they're... If they have 900, their extension. And if you curtail that extension or cancel that extension and they don't go into an asylum center, they'll go ahead and cancel it. So, they get again a second time at the... 13th, 15th, right? Correct. That's when you'll see it, all of them come back down again and make sure that airmen is still there. You say, are you sure you want to be in this? Yes, absolutely. That's when it comes to me. Yes, sir. At this, we get ready to hit a break. Has there been any thoughts? Have you thought about? Yes or no? Yes. The remote locations. Because I get guys all the time coming to me and say, I'm in Korea, I'm in Osan. It was designed for with Korea in mind. Because they get there and, you know, 60 days after they have to make a decision. And then 120, they're like, sir, I want to stay. Too bad. Yeah. You're going to... It was designed for them. It was designed for them. And actually, the D-Rose Management Policy led us well. That's why remotes, COTs, IPCOTs, all that stuff was removed from the previous policy and not placed in this one. All this one says now is eight years one location. And again, if you feel that a person should stay, you can do that from a commandist. That is with the functional community. And that's something that you should avoid. Yeah. I'm saying right now, if you get towards there, you'll still have to say 120, I want to go here. Again, typically it comes out a little soon in a remote time frame. But it's another option that still gets the airman in there. If it's possible in here, we'll look at that. I'm off on the days for the remotes. Thank you, all right. It works, I work on that. So when I go out on the IPC, it's one of the things we're going to work at because we want to try to extend that to 120 marks. But right now, we can't because most people going to Korea that they're signed about nine months prior to that. Correct. So when you, about 120 days, it's about perfect in reality to create because we get it. Right now, we get it to 60 days and we get it to two months. And typically it's not the most that have assignments, right? If you're coming in with assignment already, then you automatically are good to go. It's those that come without assignments. And we're trying to drill down with the IPC now on why our airman is coming without assignments. So we're doing homework on that as well. Right. And so for you all, the ones that come to Korea without them, we're looking at that. And there are a lot of reasons why some don't is because everybody wants to go to Florida, Texas, or California. It's some areas that just over feel just simply about where they are because of the top locations. And we're trying to determine and work on that as well, all right? Okay, we'll get to, we'll do this one and we'll take a break and we'll take you all up when we come back. I'll assume before that, what money grows out of them. That's done. It's already been, it's already out. I'll be saying I'm watching it. So she said the whole assignment thing might not have assignment. What about the ones who did have assignment? But they don't have enough retainability to cover that assignment to even go for that year. And now they get pushed to their. ETS. Yeah. Like why haven't they extended or re-enlisted prior to coming to Korea and then all of a sudden. And typically that's why they push to ETS because they have not done this. And I don't know what they're about to do. But the base of their PCS info didn't take care of it. And so they get to Osama and now they're like, what do you want to do with this Osama assignment and you know. Great. Go ahead. I'll speak to you at one on one so we can get these guys out of here. Okay, good. A little over. All right, 25, 15, over there. So I'll stand in the back, answer any questions that you guys might have. Second answer. I don't get a chance to get to you or you can't get to me. Shoot me an email real quick or give me a call, I'll help you guys out. You know, my big thing is is that we work with you guys and they're part of, not in-care you guys and I think that was there. And so that's where we do business up there at Pack Act is we look at it as if we work with you guys. So we're here to take care of you. A couple of things I do want to talk about based on some of the discussions and some of the things I've seen recently from some workman, she's on a drug basis is our DST program. Something I seen last night was a request to take a person out of a DST program or take them off the assignment because the person potentially has some family issues. So here's what I would ask you. It should never have gotten to me. A request that should never have gotten to that point is before you vector any of your folks, sit down and interviews with those folks. And we'll care someone. I'm thinking about vectoring for these positions. What are your thoughts? Here's what the job entails. If you don't know what the job entails then reach out to some of those things on that installation or the magic I'm asking about those questions. So I would ask that. The other thing I would ask as well is as a senior list of leaders on your installation, know what your local hire priorities are. Which ones are coming back in and out? They start identifying some of those individuals on your installation. Who'd be a great fit for that. So when these requirements come out you're ready to execute. The third thing I'd ask you guys to do is understand what the requirements are for the big Air Force. You may not know the exact numbers, but know what they have to seize out and identify those key performers in your squadrons. And so whenever the requirement comes out we can push it forward. With the help of Chief Johnson, what we've done is we get 30 days to get through all that stuff. We give you guys three weeks of those, four weeks a week yet. That less because I'm not receiving all those rosters. I do a survey on each one of those individuals. And sometimes that's what supports the 300 to 400 people that I'm surfing up each individual one to identify as a qualified or not. We find some people that are disqualified for various reasons, but I would ask you guys to do your part at your end so that when that's get up here we're good to go. Because often what we do at the end of the day or at the end of the day is we do a report card. The report card goes to Chief Johnson. I don't know everything Chief Johnson talks about, but I do know one thing. Everything that come across is that he's going here and talking to his boss about. So if he's taking bad news into his boss, that's a direct reflection on you and your installation. So help us, help you guys on that particular part and do those interviews and identify what those requirements are. Evaluations. So big Air Force standard is 60 days into the records after the sky. Here's what we do in the command. At the 70 day mark, any EPR that's not done, we provide a fine name request, fine name roster up to Chief Johnson. For then again, walks it in to come back out. Now, the weak man is somewhere over sixes. I think they'll have to hold them sevens. But that's not a good thing for the four stars to see that Anderson has 20 people on this roster. You know by the way these individuals may not get emotional consideration inside them. So help us, help you guys again by getting those EPRs in. We get a 120 day notification prior to the sky of who's in the EPR. We get an additional 60 days after the sky to make sure those EPRs are gone. Chief Johnson's a nice step to get additional 15 days. So help us out by getting those reports in because trust me, it is a lot of time to track that information. As far as the track purposes go, it literally can take up to a day to track all that information. And we do it on a week to week basis. If anybody's at the Cadena, Cadena's got one of the better programs out there. The best in the command. Largest wing we have. Largest combat wing in the Air Force. The best on time, 100% for four to 60 day pass. Woo hoo. And you wonder, how's that happen? One of the biggest spaces in the command to have the day 31 after the sky. That unit commander has to stand up for a week, commander explain why that before his legs. That's what you keep very good for that. Yeah. So some of you all asked right now why we can't do it on others. Control what you can. What you can do is make sure that your members in your squad are not late. As wing command chief, I didn't ask for not one EPR. Change my philosophy on it. I didn't ask for not one EPR 30 days ahead of time. Why?  At the wing you didn't. I didn't ask for one EPR 30 days ahead of time. AFI says it should be submitted on time. On time after that from the wing once we get to review it through everything else, I got 60 to 45 days. 45 days to review it. But quality product is coming in. I ain't gonna do many edits. Quality product. That means they got those spell mares, we did some work, we did some quality to it. It's good to go. And so once we change the philosophy on that, add some weekend sessions, it's good. How many of y'all think overtime is not authorized?  No one goes home until it's done. You have that authority right now. Use it. Quit running around and trying to be the airman's champion. You can be their champion when they records on time. I'll be amazed right now if I could do this. Pop in your wing, your installation and everybody that you got late, put them all in the room. You say, why am I here? All the folk whose EPRs are late and they just wanna talk to you. What would you say then? You own it. Overtime is authorized. It's easy. You ain't gotta go home on Saturday. You come right on in. You can wear PJs if you want. It can be a pajama day. You can put a movie on the big TV. You can bring in pumpkin pie. It's good. I say that jokingly. But at the end of the day, it's amazing how we're gonna leave. We can take time at weekends. We can go 40 weekends. And the thing that impacts careers, the most critical thing is done. And if I could change it right here, it was time for you to PCS and get going. I bet your stuff submitted. I bet your joke is done in no time. But we don't hold our members to the same type of accountability. I was asking you to be accountable to them. Do it and get after it. That's a tough one. Cadena Air Base, why you can't do it at staff meeting in your own staff meeting? You ain't gotta go to the wing. Control yours. Have them see yourselves coming in and say, hey, sun river, you got 16 reports. Tell us about it later. Run down the list. Tell them before staff meeting comes. Next week, we're going to have next month. When the static close out there, what's the next one for March? For Aaron, go right back. On the 31st of March, we're not gonna have all the supervisors come in and report to the commander while they leave. You can fix that in your own home. I guarantee you, you put a post like that, folks will get to move. Dude, what? You'll be amazed at how many of you are outstanding when you're for six, except for your P&NPs popping there. I thought Johnson was good.  I guess he ain't that good. You might not be a P&NP next round. Then he coming here on the staff sergeant and the CM is God. I don't think he got a good time, man, why y'all think he's so good? He's crappy. He don't get my vote. Not out of the king for him. I don't know if that's what I'm gonna do or not, it just sounds good. She overdramalization. All right, I'm just saying, I like it, it's good. Okay, P.J., I'm sorry. How do you become Chief of Denzel Washington? I'm out of here, man. Denzel, Chief Chiex is another one. Hey guys, one of the things I would recommend though, and we looked at the OSAN's security forces process because they did just what Chief Johnson said. Those guys were late on a lot of the reports, they were on all those folks in, like three, four o'clock in the morning. So we went over there, we did a CPI event under the process and we eliminated a lot of staffs. As you go through any process of dealing with whether in your job or in personnel, always think about how you can improve it and get rid of the wasted steps in that streamline thing as best as possible because our managers, you can get any better. It's probably only gonna go down or if you think you need manning, it may go out to some other locations, what not, but always look for ways to have innovative processes and streamline them as well. The other thing I wanna talk about with the evals is make sure you sit down with your folks so that they understand the unlisted course distribution process as well because as we did the Pacific Strike briefing with those guys, I was asking those guys, hey, how much you guys know about this? Frankly, they didn't. They didn't know anything about that or the DSD program.  The other thing I would ask, sit down at your branches and ask the question, why can't someone in your young airmen sit up there as long as you're not a proportional group or the same grade, why can't they go up there to do the FTP process and be reporters? Because I tell you what, it's even better than one of those airmen after they talk about the program and how it's wrong. It gives a lot of credibility to that process. A lot of credibility to those leaders and officials for the school. I think the most important thing is that they get a chance to hear what Linkman has talked about and they have the standards on that base so it's a big value as well. The couple of the PAC-AP initiatives that we have going on right now, some things that we're working with or working towards is right now our retraining program for our first-year American, they can only apply for retraining within their dearest window. So sometimes that dearest window doesn't always align up to allow those guys to be eligible for a retraining program. The case scenario that we have in our A1 community is that the young lady had a dearest of February of 20 and the classmates don't come out for a first-year 20 until July, August, perhaps even September. And so today she's not eligible because those classmates out there. So what we have is our career assistance advisors encouraging dearest extensions. Well, in this case, a dearest extension is not going to be approved because many business support it. So we'll work with AFPC, we put up the idea over to USAP as well, say how can we change this to give these guys the opportunities that our recruiter is promising and giving those opportunities to retraining. But also it's a great way to rebalance our force as well and make sure we have the right numbers in the AFPCs and rebalance those and make sure that those AFPCs that are over 100% are rebalanced down to closer to 100%. We'll couple that program or that initiative as well with our select the brain enlistment program as well because oftentimes when you have to retrain you have to get that accountability as well. And if it's retraining to an SRB and AFPC, they don't always get that opportunity to get that SRB. So we're trying to look at some changes with that program as well. Something I heard the C-friend talked about was the following program. We're also looking at expanding the Cape window. I want to couple those together because I do believe, and I'm having data here to support me, but when we're doing some data mining is that right now commanders in the field are asking for the Cape window to be extended from two 120 days. So you're going to get the first chop at it when you get your assignment and you're losing base, you get another chop at it, when you get two ultrasound or coonsound, then you get another chop at it with your Jerusalem option rail. But really sometimes that's not enough opportunity for those commanders to assess that this is the person I really want to underground for an additional tour. So we're trying to expand that to 120 day window, but quite honestly there's some things backed up from the assignment system that may not allow us to do that. So how do you get around that? To de-centivize the Cape program? Because that is to maybe post to our following program so that airmen, if they've got a following that they want, they're not likely to take the Cape program. So we're looking at some of those things and we'll look at it and see you later this month to see how we can better improve that program. Hopefully they can get some transparency so that those people won't have to put a follow on, don't get their follow on, and we said, not just play after you believe the process. Why can't we not say, hey, that assignment isn't available, that location is available, but here's some other options for you. Or perhaps maybe we'll be, a lot of us got to provide for a follow on close to the time they're getting ready because they're a PCS course. So a few things we'll look at as well. Yes ma'am? Any more questions? Thank you. Okay. So go back to the, to get into follow on this. Okay. And these members PCS and they arrive in Korea and now they don't have, and they arrive without the sustainability to even go to their follow on. So where is that foul happening? Because I thought that they had to have that stuff done prior to PCS and then they get to OSAN and then they end up losing their assignment because now they got extended to their DROS or what have you, because they had the retainability to take that assignment. You're absolutely right. So what's supposed to happen in the time they're losing babies is that Johnny gets assigned to Korea, and Johnny Clash will follow on to Little Rock and he gets to Little Rock. But he doesn't have to almost retainability beyond the Korea assignment. Within 30 days of those guys getting their follow on assignment they're supposed to retainability and if they don't, the MPF is supposed to send a message up to ABC and say, hey, cancel members of the assignment for the retainability. They should be on the phone and I'll put the definitions down to the 964 to say that it never has declined the retainability. Now in this particular case, sometimes we don't want to do a great job of reading what Herman should do, but we're really good about telling everyone that can't be done. So I would tell you this, let us know of those situations. Let's look at the situation that, the circumstances that arrive to give us this point. Let's take a look then and go back up there and see. I'll tell you, I'll start to write. I give his office hell whether he realizes they're not, but we'll push on or push on a lot of things. One case that we had last week, a young man over in Korea. He got an assignment after the higher tenures extended. He's been in Texas for 22 years. His zero school was November of last year. He still had not PCS. This thing right there is a EOS was July. And so I said, hey, the great thing to do is let this member retire. That's what he wants to do. He applied for it because of the ability check it got delayed and he was able to. And I said, hey, ACC, AFC, let's let this guy retire and get out of here. Nope, nope, nope. I go, okay, see that's fine. If that's the way you want to roll with this, then approve the extension of policy so this member doesn't have to retain ability. Because here's what's going to happen. The guy's gonna help process in February or March now.  Is that really what you want? Well, we'll just re-look at this, get another guy assigned with that location and let's press forward. It took a little bit to get us to that point, but push hard enough and he's just gonna kind of sense for if we got there. We'll look at it. But then also, we have a lot of the automated emails. Say, you get this, so, yeah, people sometimes are getting those emails even before their email boxes are sometimes set up. You know, we don't have any freaking memory in our inboxes, so they get an overload, like if they're on missions or whatever, so then their mailbox fills up. So they're like, well, we sent an email, you were supposed to apply for whatever. How do we fix it? Because if there is a kickback to the email, like it did not reach the member who's monitoring that, so they're saying that they sent it. Yeah, sure, if you see sent this email. But I know they have email. So I'll get to where Steve Johnson does, because I know he's gonna have a different spin on it. He gets passionate about this, so I mean, I'll roll back just a little bit. As an FSS superintendent or, yeah, here's what I used to say. I go down to our MPF and it goes, why are you sending me 10 documents with 10 pages each?  I just, and quite honestly, I don't understand it. So now we send it out to the guys on the flight lines that the security forces guys, so I tell our guys, I said, take your show on the road, go out there and see those guys. Being at Masawa, it was very clear to us that we weren't doing a very good job of supporting our maintainers out there on the flight line. They were working 12, 15, 16 hours a day, and they're not gonna, you know, after work go into their emails. So I said, how do we change our process to benefit those guys? Once we've shown them everything we can do, now it's truly in a squatting leadership to take additional actions. But I said, get the show on the road, take these guys out there, do the briefings if they have to to the squad or whatever. I said, I found a post, go up there and see who's got a post. You know, we don't have to just send emails to behind the desk from 73438 and expect our airmen to do things. I'll tell you, here's what our friend here will tell you. Where's the leadership? Where's the supervisors? Why are they involved? Why don't they know those things? That's something just like him. Oh. Oh. Oh. Hey, from those emails, though, in the FSS standpoint, we just don't send emails to the members. We include the first sergeant because we know those units that become a problem. So we just don't rely on that person. We do the first sergeant and we might include the superintendent. So that way, everybody's aware. Yeah, but it's still not getting down to the people that needs to get to. Well, I'll tell you. But that's under the assumption that with the hot turnover at Osun at least, I'm not gonna speak about Osun, that you have the right names because nobody's PCS and it's going to the right people. So, you can solve this while I'm doing tit for tat. There's a thing called a chief group meeting. Yeah. There's a thing to call a chief assignment or a chief email. You can send one to each other. This is where it comes down to this week is where is the active involvement and engagement on the squadron chief and first sergeant? Right? I don't know where y'all were at. I'm confused.  You should demand excellence of everyone. If your FSS superintendent or MPF is not doing that, do an office call. Here's my problem. That's where it is at. I said, why aren't they asking for the support? Why aren't we asking for this? It's there. Communicate. It's amazing y'all get fired up with the most simplest of things. When they come to take care of everyone doing this, we are lost. So all I ask is, is communicate with your peers across the board and you can solve a lot of these things. It may not necessarily be a chief group. There are operational meetings that you all have. Most of you all meet within your own groups. There's a group superintendent meeting. They bring the chiefs and squadron commanders up. That'd be an opportunity for you to fix and solve some of those things too. All it takes is a willingness to get after it. And from there, you can solve these things no problem.  Nine times, six times out of 10, you may be experiencing the same issues. It just ain't made it to your level yet. But the more important you get out of the gates, you'll start to see those things. So the bottom line is, there's one way of getting things done. Whether it's through the chiefs' meetings, whether it's through phone calls, but it's quite all your opportunities. Last thing I'll talk to you a little bit about, and this requires always the approval. It's something we're trying to get after, and it requires the support of the other services in Japan, and that's the tour link. So try and change the unaccompanied tour link to three years, like what you see in Alaska and Hawaii. I will really believe that that's gonna give it back to getting after compact apparels, or proctoring for the future, resiliency, and writing this as well. So that's the last thing that we're trying to get after as well. It's easier said than done, because it requires other components to get on board, but also it requires the co-com to drive that requirement down, whether the request down to the NAFs, and the other partners over there as well, from the other services. And then they do some data gathering, and then it goes back up, supported by the co-com, and what I always need for final approval. So we're trying to get after that. I don't know how much success we're gonna have, but if we can't get that done, then we'll look at some other initiatives as well to see how we can entertain and understand after those instances. So any questions for me before I turn over to Chief Johnson? Like I said, if now whatever, I'll stand in the back after we get done here, and Eric and any of you guys' questions, if you guys can contact me, then shoot me an email, give me a phone call. Thank you guys. All right, so I won't be as long on my farewells, because we're still serving in the command. Again, I'll go back into the same things I talked about earlier today. A lot of initiatives I've talked to you about, readiness of our airmen, readiness of the force, development of our airmen inclusion of families. Those things will work no matter where you go, what command you sit in. We also talked about some of the tools that you provided today as well, and looking at things that you can do when you go for one unit to the other when it's talking about readiness. I'm gonna always center on those things and really look at how we can take care of the mission first, the mission, and then look at how we can take care of our airmen and families inside of it. I think that's a focal point and really where you should be centered as chiefs inside of your organizations, no matter what level that you're working at, right? And so if General Brown were here today, he would say thank you for your leadership, but he also would say this, I don't work, you don't work for me, I work for you. General Brown concludes every session that he has by saying that, and he says the part of that is is because he's looking for things to take on, barriers, communication, anything that you may have that will get in front or prevent productivity of taking care of the mission or the job. He's willing to take it on. And so with that, we'll stand by a little bit later at the end and there's things that are really troubling or getting after preventing you from doing that. We'll take it on and we'll follow up with you. That's our obligation and what we owe you. We are your command team. This is it. At the end of the day, if we can take care of you, we know our airmen will get after the mission sets that we have, no matter where it is. If it's OSD, we have a co-com, we'll work those things through Admiral Harris and we'll have Admiral Davidson, I mean we'll have through Admiral Davidson and then we'll go right on up and we'll take care of that. We're trying to be plugged in at all levels that have ups where the co-com are half and get after those issues. At the end of the week, at the end of the day, this has been a positive week and more importantly, it's been about taking care of you all. And so I really hope that you look and reflect as you get ready to go back to your duty stations in the Pacific, which we'll hopefully get back by this weekend, right?  As you get back, hopefully reflect over the notes that you've taken. Some of the conversations that you had when you sat down and just hung out and thought about the peers and relationship that you will start while you're here. One point when we look at this breakout, I hope that you think and know that we have your best interests at heart. But we can't solve or really get after anything without your feedback. The one thing I'll also share with our Chiefs is this. I cannot provide good guidance and feedback to the boss without your voice. Never forget where you come from. Little praise that I had is all of these stripes, chevrons, and we've lost our voice.  We're counting on you. If anyone else in the unit can tell us what we need, how we need to do it, or how well we're doing, it's you. Two of them always talk about the bad stuff. Oh, this is something that's preventing. We'll get on those. But I also want to know if your success is no better way to champion our airmen than you would recognize it. And that's something I don't do well. I don't do as often. And I can be better at that. I have a team that keeps me grounded in sardines, cheek cares, but Chief Hodges and others will say, hey, Chief, this is an outstanding airman. They're doing great things. You've been made. If there's an airman you need me to recognize in the command and the headquarter or whatever else, let me know. I'll come around, coin, thank them, do public praise, whatever case may be, nothing. But soon as a product, I'll get a lot of problems. But in problems, I need you to, I need to generate solutions because that's what we do as a command team. We generate solutions.  That is the best way to stay connected with your people. Put it on your calendar and make it a routine battle with them. When do you do it? I sit with my team in the headquarters every two weeks. And when I'm not there, I create a different format than my predecessor. He is the superintendent of headquarters. He's my number two. But I'm not there. There's something that goes on. I don't care what other chief it is. It doesn't matter. He's in. My first of its position as the magical imposter ending the first time is the state of Chevron. He sits and he leaves that form of chiefs and the directors and those alike. That's part of my normal battle rhythm.  We write a lot. We take down a lot of notes. I need you to share your thoughts with your teams. When do you sit back and reflect on leadership, above and peer and share? Here's where we're going. Understand your commander's priorities. Our boss, be ready, resilient, posture for the future. Senator Brown, my, I've just given to you. What are yours? What things are you getting after in your unit that support your commander's intent? A success or something that can help you with success. Understand your commander's intent and understand their guidance, their feedback, what they desire. How do you do that? I sit with my boss every day between 1500 and 1630. We call it an admin sink. And when I go in, we had his desk right here. He was sitting in the middle of the table. No one really sits at the end. And I sit right on the end. That's my spot. That's my desk. That's my seat. Nobody really sits in there. They just know the chief sits there. And the captain, after captain sits here, I think the cab or something sits on that end. And then everybody kind of feels it. The other geos on that side, but that's my seat. Now I'm running the corner. And he goes around and he says, what do you got, chief? When I talk earlier about transparency, when I talk about how effective you are, another way to look at efficiency is again your calendars. I talk about, here's what I'm working on. He'll say, so what do you got? What do you tell the general? What do you tell your commander? Hey, chief, what you got? What's going on with you? Just chief business. Is that it? You might lose some credibility. So I walk down and I say, sir, I'm working on an initiative right now that's impacted the command on some of the things about airmen on first-time assignments. They can't, looking at divorce or retraining opportunities. I'll tell them that. I say, hey, Jason, let's put up those talking papers. Let's get the AFC. Let's follow up on this one. I'm working on the pet policy in Guam. How we can get pissed in the first cost, shit's killing me. Right? I'm working on another one in Guam. Oh, now we can increase or possibly put a Patriot Express in there. Oh, it's killing me. It's not necessarily killing me, I ain't siding there. But it's important to the airmen and the command. So it's a priority for me. If it's important to your airmen, it's important to you, you need to know when to champion those things. That's what I'm working right now on behalf of the command. And it has my sense of urgency. I'm working with Chief Green on it from AMC. We're also working with Chief Prancing Transcom. I'm also working with Don Pedro Spadaro at Intel K-Con. I share those things on what I'm doing. Because I hope I have the trust and confidence of my boss. When I'm not there, who fills in for me? Who do y'all think? No, Chief, I just don't come up because he don't really know exactly what I'm doing every day. He fills in the other little stuff. Who fills in for me? You can help, you can go. My execos, she knows everything I'm doing. Although he has access to my counter, she can speak everything I'm doing. Sergeant Irons goes and sits in my seat. And because the trust and confidence of my boss, she's able to go brief the four-star and she'll say, he'll say, okay, Chief says, Sergeant Irons, what do you have? And she'll run down what I'm doing, where I'm at, and what I'm TVY. She sits in the chair if she's there. That's the confidence and trust I have on Master Sergeant, who works for me directly. What I'm driving to you all right now when you're talking about the trust and confidence of your team, who's your team of teams? And how do you work with them to stay informed, credible, and stay after the things that are important to your airmen? And it should include your first son. It should include your other flight chiefs and NCOCs inside of your section. And when do you meet? And there should be other than just when the boss brings them in and staff me. What are your engagements to work your priority to take care of airmen? And how do airmen break issues to you? That's what's relevant to me, as Chief's inside of our command. A lot of things you talked about this week, we got some character development. We looked at some development stuff. And today is a focus of how we get at it inside of our command. That was the beauty of today. And so I thank you for your attentiveness. I'll stand by for a little feedback, but more importantly, I'll look for your active involvement and engagement. And hopefully today, I'll look for a spider web of communication. I don't care about bureaucracy and lines. You can go to the top and you do it. That's just what Chiefs do. Cool, cool. Heads up, everybody. Okay. Because at the end of the day, your engagement is a result of an airmen or a mission set. And those things are critically important to me. So why wouldn't you do it? Get to a point of yes. Get to a point to where we're solution-oriented. Is these relationships that we're forming right now in the command that will ensure that we can fight them in no matter what happens inside of our A-1 pilot. I'm confident you're gonna be able to do all the things we expect of you as new Chiefs or Chiefs inside of our United States Air Force. I just need you to trust and really sit back and take in and look at where you need to be, the gap where you are now and where you need to be, and strive to always work on your professional and personal growth and realize there's others that can help you get there if you have the courage to voice it.  And so with that, thank you for your leadership. I've enjoyed the week. Safe travels back.