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Show B Commentary... Commander leaves ACC with regret By Gen. John Jumper Former Air Combat Command, commander only While I'm honLANGLKY AIR FORCE BASE, Ya. ored and humbled to be picked as the Air Force chief of staff, I leave Air Combat Command w ith a major regret. I in lot the last year and a a of time over Washington spent half for some very good reasons. We were fighting for the 2 I and working on readiness and quality-of-lif- e issues needed to be there. But my big disappointment v as not being able to visit all the ACC people, the greatest band of warriors in the world. I missed the chance to tell a few of you how important you are. Guys like me love to attack and fix problems, so if you listen to guys like me long enough you think all we have are problems. It's more important for me to ask you if you realize how important your job is. Not only for the nation, not F-2- for the Air Force, but for That confirms what I already knew: ACC is made up of a fantastic group of people, a group I've been lucky enough to be part of. I've watched you Fight practice wars at Red Flag yourself. Look in the mirror and think about it. Look at what you're doing. I saw airmen in the Kosovo w ar w orking long and hard, every body pulling together in a thousand different w ays to put aircraft in the air and bombs on target. You couldn't take that aw ay from them. They w ere proud. They knew our nation needed them, just as we do today and tomorrow. and carry out combat missions in the desert. You travel around the w orld to protect America. The Air Intelligence Agency has joined us to add information operations to our w arfight-in- g kit they carry out the ACC mission all over the globe. I'm moving on to new challenges, but I won't forget the w onders I've seen accomplished by you and the rest of this band of warriors. I ask only that you keep your eyes on the future. Be ready for the Global Strike Task Force and the arrival of the 2 and other new technologies. Work w ith me to improve AEF deployments. And take care of each other keep providand the ACC ing leadership mentoring people w ill alw ays need to succeed. (Courtesy of ACC News Service) I've met several other proud airmen over the last few months.They had left the Air Force for a bigger paycheck and decided that w asn't w hat they really wanted. They came back to our Air Force. Their stories w ere all interesting, but they all got down to one point. The airmen weren't working around the kind of people they had been working around in uniform. That's what they missed. They figured out what meant the most to them and they came back. F-2- Wanted: People with character ORM: a tool for mission success, personal safety By Chief Master Sgt. Randy Brown 347th Rescue Wing command chief master sergeant Chris Weggeman 388th FW chief of safety By Lt. Col. What can hurt us, impede mission success? (Identify HazardsRisks) 2. What's the severity and probability of them occurring? (Assess Hazards) 3. Establish controls to reduce the risk. ..Goal is benefit greater than risk (Make Risk Decisions) 4. Incorporate controls... .T.O.'s, Briefings, personal tasks. (Implement Controls) 5. Make sure the controls are carried out. (Supervise execution) 6. After the mission review the ORM 1 The phrase "Operational Risk Management" makes today's airman shutter with preconceived notions of another intensive overly complicated, man-hoand ultimately ineffective Air Force ur Commentary I'd like to take a few minutes of your time to dispel these common misconceptions concerning ORM and present an abridged look at Air Force ORM to help us all achieve its intended result Mission Success! Simply put, ORM is a decision- - making tool used by people at all levels to increase operational effectiveness by anticipating hazards and reducing the potential for loss, thereby increasing the probability of mission success. The purpose of ORM is to minimize risks to acceptable levels, proportional to mission accomplishment. The goal is to manage risk so our mission can be accomplished with the minimum amount of loss. ORM is not a of the early 90's "Quality" kick, where we're suppose to create endless flow charts and develop tedious metrics until green in the face. However, it is a typical Air Force program, which at first glance reads like an overcomplicated dissection of common sense. Let me digest the ORM process into a more palatable form. ORM is a closed loop process of identifying and controlling hazards and risks. p It follows a process guided by four simple principles. I've taken the liberty of using plain re-bir- th six-ste- English to describe each of the six steps, making the process easier to comprehend than just listing their formal titles. The ultimate goal in my opinion is for the men and woman of the 388th Fighter Wing to internalize a mindset of managing risk in a logical, easy to follow thought process. p The Mindset to ORM: . to make back) it more effective next time. Now that we understand the six steps in our ORM mindset, let's look at the fourprinciples which guide their use. Four Principles of Applying ORM Accept the risk w hen the Benefit is greater than the Risk. Risk is inherent in the nature of military action'. 2. Accept no unnecessary risk. Risk that, if taken, will not contribute meaningfully to mission accomplishment. 3. Plan ahead to anticipate and manage risks. Risks are more easily con1. trolled when identified in planning because more time, assets, and options are available to manage the risk. . 4. Make risk decisions at the right level. The leader directly responsible for the operation makes the risk decisions. Hopefully these simplified, plain eng-lis- h concepts and principles clearly illustrate the intent of ORM in today's Air Force as well as offset your fears of the "process" as a whole. If you stick to the basic nature of ORM I've provided and develop a mindset for proactive risk management then you've accomplished 95 percent of what our Air Force leadership intended. I hope this article has helped lift the fog on ORM and provided you with the tools needed to grasp the concepts and dispel the rumors. Applying these principles will reduce mishaps, lower injury potential, provide for a more effective use of our limited resources, improve training realism and ultimately lead to sustained mission Six-Ste- Fighter Country - An NCO was directing ing the American Revolution. He barked orders to the soldiers under his command, trying to get them to raise a heavy wooden Commentary beam. As the men struggled to lift the beam into place, a man who was passing by stopped to ask the one in charge why he wasn't helping the men. With all the pomp of an emperor, the soldier responded, 'Sir, I am the corpo- ral." "You are, are you?" replied the stranger. Taking off his hat and bowing, he said, "I ask your pardon, Corporal." The stranger walked over and strained with the soldiers to lift the - heavy beam. ' After tle job was finished he turned and said, "Mr. Corporal, when you have another ' such job, and not enough men, send for your commander in chief, and I will come and help you a second time." The corporal was thunderstruck. The man was Gen. George Washington. General Washington understood character got things done. my 25 years in the Air Force, the who have impressed me the most are ones who came out to see me in my work section and were interested enough to talk awhile or even pitch in if needed. The ones who didn't impress me were the ones who called me in their office to ask what I had done or the ones who I never saw. Far too often, you can get trapped into the supervisor's or manager's role as a leader and lose perspective on what your troops are trying to accomplish. Like the corporal, you want to succeed in the mission, but fail to see what our airmen need to get the job done. It's critical we all get out to see our airmen. I remember another example from Dover AFB, Del. I was working a fuel transfer problem and was awaiting a fuel pump relay to be delivered to the aircraft from the supply squadron. As I was sitting in the crew compartment of a C-- 5 Galaxy, a voice from behind asked if I needed anything. Without looking, I said "Sure, if you can get my part to me any quicker, that would help." In Hi your troops. is who you are. It's having a certain temperament, a ... a spirit. As leaders, we all want to have a great character. Another person of great character was a fantastic lady named Eleanor Roosevelt. In a 1964 speech given at the first anniversary luncheon of the Eleanor Roosevelt Memorial Foundation by then-firlady, Lady Bird Johnson said "All of us are familiar with people who are the partisans of departed virtue, but are afraid to defend an - ,,. unpopular truth today. She never stood with this timid company. Her conscience was her counselor, and she followed its commands with unfaltering courage. Nor did she really understand what people meant when they praisedher for taking so many risks. "She would have taken the greatest risk of all if she had remained silent in the presence of wrong. She would have risked the integrity of her soul. Do you remember what Dr. Samuel Johnson said about courage? 'Unless a man has that virtue, he has no security for preserving any other.'" Roosevelt knew what those words meant. She lived their meaning every day of her life. Courage sustained by compassion that was the watchword of her entire career. Take a look at yourself and ask, "Do I see these traits in me?" Air Force is looking for a lot of character. One of the things I look at when I observe people is their character. It's not necon essarily the work they do from the job, but what their character is like. ( Courtesy ofA CC News Service ) Character st - Today's day-to-d- ay Subscribe to receive the latest command news to by sending an in the body Put subscribe of the message and leave the subject block blank. You will receive an from the list server software ' 'major domo" notifying you of being added to the list. mgnt ' Name: Oliver Cook, Jr. Rank: airman 1st class Job: flight management Unit: 4th Fighter Squadron Time in Service: One year nine months Most recent accomplishment: got married and his wife is expecting their first child Goals: finish college and get a bachelors degree in human resource management at Park University Colonel Steve Hoog Captain Angie Chang Senior Airman Cindy Huston Airman st Class Nakita Carlisle 1 Editorial Staff Commander ....Chief, Public Affairs Chief, Command Information Command Information Assistant Fighter Country is a supplement to the Hilltop Times', published by MorMedia, Inc., a private firm in no way conthe U.S. Air Force, under exclusive written contract with the Ogden Air Logistics Center Public Affairs Office. This commercial enterprise Air Force newspaper is an authorized publication for members of the U.S. military services. Contents of Fighter Country are not necessarily the official views of. or endorsed by the U.S. Government, the Department of Defense or the Department of the Air Force. Unless otherwise indicated, all photos are U.S. Air Force photos. is and edited, Fighter Country prepared provided by the 388th Fighter Wing Public Affairs Office, 5887 D Ave Suite nected with 113, Hill AFB UT, tr the of a military building dur Published for People Like... M. TV (Feed- M AIR FORCE BASE, The deputy commander for maintenance keyed his radio and asked for the status of the part. I slowly turned my head to see if it was really the colonel it was. He smiled and said, "Senior Airman Brow n, when the part shows up, can I help you install it?" I said, "Yes, sir" without the slightest hesitation. The colonel did help when the relay arrived, and I learned a lot from the DCM that day. He had character and earned a great deal of respect from his airmen, but character has far more to it than seeing or helping 84056-501- Slory submissions for Fighter Country can be brought by the office, to the editor cindy.huston hill.af.mil or fax to Deadline for submissions to Fighter Country is no later than Monday, noon, two weeks prior to publication. For more information, call the public affairs office at IPOORC |