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Show HILLTOP TIMES Friday, April 13, 1984 editorials 7 Chief Jones bids farewell, talks about career By TSgf . Denise Cornelia 388th Tactical Fighter Wing - Just less than 33 years ago, a boy from in enlisted U.S. the Air Force. Last Kingsport, Tenn., week, that same boy, now a chief master sergeant,, declared that if he could find a way to stay in the Air Force 30 more years, he would gladly sign on the dotted line. The man is Chief James Jones, who for three and a half years was the 12th Air Force Senior Enlisted Advisor until March 15 when his terminal leave began prior to his retirement. He visited the 388th Tactical Fighter Wing here at Hill AFB for the last time March 6 through 9. "Because this is my last temporary duty assignment in my job and in my career, I wanted to come back here. I have some very fond memories of the wing 19-year-- old when I was assigned here as senior enlisted advisor, from September 1978 to June 1980," he said. the wing as it That was a very exciting time for the F-- 4 into from was the first making the transition a decrease in reenlistments if pay and benefits are decreasedThe most important one right now, he said, is extending the time on the GI Bill beyond its -- current expiration date of 1989. If the GI Bill is allowed to expire, it will affect manv the talked noncommissioned officers who've earned it. I hoDe he visit to the wing, niin'nao hi thrpp-da- v . ... l i t n il: iuuul j ,u. sumeuimg about he career and his job as senior enustea aavisui , congress aoes 11 nearlv held of for a titlf h has years Another subject importance to the chief is pro humfrom came The impressionable fessional military education. He noted that the conof the bottom the at ble beginnings and from being cept of PME schools is relatively new and that since administrative an specialist. as time a for long pile they were implemented,'. NCOs have greatly treated, were poorly "In 1951, enlisted people .. benefited. "Promorecalled. he in lower the grades," especially "When I came into the Air Force, there were no tions were really bad, particularly after Korea when schools where an NCO could learn management and a promotion freeze went into effect for what were I was a victim of no PME and experienc called 'soft core career people.' That included admin. leadership. E-or air- - ed management and leadership the hard way. As a years and 10 months as an you and and a leader if you have five people working hTgde w s c ne total of 10 years as an airman." lead and whom a "Those , its you Queried. poor "So I know how it feels to be at the bottom of the m the school of hard totem pole and to have everything roll down and hi! method of setting examples knocks. you," he said candidly. "In those years of frustration, I said to myself that if I made it to the top I'd be makes jeaders of some service to the enlisted force, especially those Schooing vve iieeu tu uc suic uiai uui uesi nvus nave a people at the bottom end of the enlisted corps." to attend the PME schools and not hold them chance His ideals were formed early and reinforced over the years as he earned his stripes and rose to hold back because they're so good at their jobs that we think they are indispensable.1 Those NCOs will be management level jobs. By the time he was selected for his first job as a senior enlisted advisor, he felt even better on the job after attending school and learthat he could fulfill his promise to be of service to ning how to lead and manage effectively." Thirty-thre- e the enlisted corps. years of military service have not faded the chiefs youthful effervescence. His brisk gait Enlisted get work done and quick, firm handshake indicate that military life "I wanted the enlisted corps to be recognized for has agreed with him. what it does," he said, "because it is the enlisted force He summed up his career saying, "None of us has that gets the work done. I've traveled to many, many bases, met these people" and have told them they're joined the Air Force to get rich, but I think we're getting a lot of satisfaction. It's not an easy life. No one doing a good job. "Another way of recognizing their good work is says it is. But it's the finest organization with the best through recognition programs. Of course, in the old leadership and the greatest people. "Someone once told me," he mused, "that when days there were no recognition programs or committees like the Enlisted Advisory Council," he noted. you leave the Air Force, it's like sticking your hand Chief Jones, in fact, was responsible for starting in a bucket of water and then pulling it out; the water the 388th TFWs first enlisted advisory council, the flows back to fill the space." Reassuringly, the chief Outstanding Airmen of the Year program and the ad- - said that he would always be associated with the ministrative support excellence program during his military, even in retirement, two-yetenure. "Ill setUe down in Sherts, Texas," he said with a On the. eve of his retirement, Chief Jones voiced laugh, "which is surrounded by five military bases, some concern for the enlisted force. He said he sees IH be retired, but IH be watching." F-1- 6." ' - 4. 19-year-- lrZte S 4, to i j Xvl ir vi ft Kii ar CMSgt. James Jones (U.S. Air Force Photo) Only 20 percent work, must get the rest involved tion, want to do the best job possible. The inner motivation is there for most workers; it's up to us as supervisors to bring it out. How? Get your people involved in their work. , Give them meaningful work to do and expect them to perform. Ask their opinions. Let them be creative. Listen and act when they have a good idea and give them credit. Support their work efforts.' i - If a problem, with come to you they ask for their recommendations. Get the people who work for you involved and feeling their efforts are worthwhile and appreciated. Get them to v . , participate. The result will be more productivity from the 80 percent, more job satisfaction,' improved quality of work and generally a more positive work environment. (AFNS) By Col. Edwin A. Roehling 58th Tactical Training Wing The 80-2- 0 rule seems to apply: 80 percent of the work is done by 20 percent of the people in many work areas. Often, if you want something done, you give the work to your best person, and the someone in the 20 percent rule persists. What about the others, those in the 80 percent who are not as productive? Assuming that we, as good supervisors, have trained all of our workers; certainly they should be capable of producing more than 20 percent of the output. I am suggesting that an excellent way . to motivate is through participative management techniques. Here's what I mean: Most people who have been properly trained know best how to do their jobs and, in addi - ,.,. . .. , .. 1 , Published by MorMedia Sales, 1 1 52 West River- dale Road, Ogden, Utah 84405, telephone 394-965- - - " um A- . o m. w iuiiiou ' tu noom no, Blda. 1 1 02 munudy inrouQn The Hill Top Times receives Air Force News Service (AFNS), AF Logistics Command News Service (LOGNEWS), Tactical Air Command News Service "nd American. Forces Press Service (AFPS). y'' 1 5. 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