Groups - a gathering of persons located together.

Teams - a group organized to work together.

Team Mission - as an NCO, you must completely understand and accept your teams mission before you can influence and motivate others to commit to it.

Team Roles CARE

pg 6

(C)reators
- focus on possibilities
- spontaneous, exciting, etc...
- offers fresh perspective
- see big picture
- willing to solve problems
- generate new ideas
- Orange temperament

(A)dvancer
- focus on interaction
- positive w/self-confident attitudes
- energetic spt of tm goals
- well-developed promoters
- not easily discouraged
- Blue temperament

(R)efiners
- focus on analysis
- challenge all concepts
- identifies/clarifies problems
- detail-oriented
- off new ideas & alternatives
- Green temperament

(E)xecutor
- focus on realization
- follow up on tm objectives
- implement ideas/solutions
- meticulous in directions
- assertive/independent
- Gold temperament

Flexor
- focuses on everything; combination of other four roles
- able to connect & negotiate w/all types of people
- able to identify whats missing in process and fill in gap

Z PROCESS pg 10

P.E.P. Cycle

pg 10

Team Building (UM02)

Five Cs of a Team pg 12
- What you need to make a successful team
1.Community - feel essential & important part of team
2.Cooperation - everyone knows & understands mission & purpose
3.Coordination - members are important to the mission
4.Communications - feel like part of team, need feedback early and often
5.Coaching - teach others, positive reinforcement.
Five Common Dysfunctions pg 13
1.
Absence of Trust - impacts willingness for
members to open up/share knowledge, feelings,
and concerns w/ one another.
2. Fear of Conflict - lack of trust
3.Lack of Commitment - refusing to trust. Will cast doubt & struggle to
commit
4.
Avoidance of Accountability - fear
retaliation & conflict are likely to avoid
situations
5. Inattention to Results - members place their individual needs & goals
ahead of team and organization.
Stages of Team Development
1. Forming Stage
2. Storming
3. Norming
4. Performing
5.Adjourning/Transforming

pg 14

Measuring TEAM Success pg 17

Talent (skill and abilities)
Expertise (knowledge and experience)
Assessments (Customer surveys, inspections, performance evaluations)
Means (Resources to include: equipment, facilities, financial, time, information)

Emergent Leadership Issues (UM08)

Wingman Concept & Suicide Awareness
Wingman Concept
-

Being alert to others in distress and intervening when necessary

Seeking help when needed
Confidence and willingness to approach those who need help
Incorporates the skills of Ask, Care, and Escort (ACE)

Dimensions of Wellness
Physical - Cardio, respiratory endurance, muscular endurance, etc
Emotional - self-confidence & high self-esteem
Spiritual - whatever may bring you joy
Social
- surround yourself with people who care

Suicide Awareness
-Reasons
-Warning Signs
-Prevalent Problems
Relationship Problems (70%)
Legal Problems (44%)
Financial Problems (29%)
Deployed in previous year (21%)
Receiving psychological services (25%)
-Barriers
-Reactions
Fear
Anxiety
Anger

Dos

Donts

Be direct and matter-of-fact

Ignore what you see or hear

Listen openly w/ out judgement

Debate what is right or wrong

Accept their feelings

Criticize or condemn them

Show interest and support

Act shocked, repulsed, or avoid them

Get Help

Keep secrets

Stay with them

Leave them alone

Remove potential means of self-harm

Assume theyll be okay

2

Leader Influence (UM04)

Followership
- one in the service of another; one that follows the opinions or teachings of others; one that imitates another.
- provide feedback (after actions) and give advice to their leaders (recommendations)

Five Essential Qualities pg 4

Self Management - ability to determine ones own goals w/in a large context & decide what role to take
1. Committed
2. Competent
3. Integrity
4. Initiative

- to organization, effective followers strive to excel at everything they do

- strive to reach higher levels of performance & expand themselves
- willingness to tell the truth
- motivation, determination, perseverance, and risk-taking

Developing as a Leader pg 6
Leadership Compass: True North. As a leader, it is sometimes difficult to stay on course due to changes in our lives and the effects of external forces.
1. Self-awareness
- getting to know and understand yourself
2. Values & principles - leaders must know their deeply held values, adhere to ethical principles that guide their leadership
3. Motivations
- balance both external and internal motivations
4. Support team
- must recognize their support team (family, co-workers, leaders, subordinates)
5. Integrated life
- integrate and balance every aspect of their life (family life, personal life, professional life, and community & friends)

Developing & Inspiring Others Leader Skills pg 6

Diagnose
- what the situation is now; status of people & environment
Adapt
- adjusting in order to act on what you learned from diagnosis
Communicate
- listening, explaining instructions, providing feedback
Developing Airman - developing an individual

Leadership & Contemporary Motivation (pg 15)

Leadership Power pg 12
POSITION (given)

PERSONAL (earned)

Coercive
(discipline and accountability)

Referent
(People Person)

Connection
(who you know)

Information
(can find info)

Reward
(pats on the back, days off, etc...)

Expert
(go to person)

Legitimate
(Rank; cannot lose)

10

Elements of Adaptability pg 4

Change Management (UM09)

**Must exhibit at least two of three elements to reach an effective level of adaptability**
Cognitive Flexibility - ability to use different thinking strategies & mental frameworks
Emotional Flexibility - ability to vary your approach to dealing w/your own/others emotions
Dispositional Flexibility - ability to remain optimistic and at the same time realistic

Developing Flexibility pg 7
Cognitive Development
Be curious
Accept the difference
Observe

Individual Reactions to Change pg 18

Have a plan
Be resilient
Continuous education

Emotional Development
Support systems
Feedback
Decisiveness
Avoid bulldozing change
Triage

Listen
Collaborate
Change your approach
Face reality

Dispositional Development
Be genuine
Accept change as positive
Adapt your plans
Cast a wide net
Rehearse

Immerse yourself in new environment

Be a mentor / coach
Pay attention to life beyond work
Seek feedback

Change Management Roles pg 11

Change Sponsors - initiates the change
Change Agent - implementing change initiated by change sponsor
Change Target - key players affected by the change

Janssens Model of Change pg 11

Directive Change Cycle

The Change Process pg 15

Phase 1: Unfreezing - recognizing the need for change
Phase 2: Change - movement from old norm to new norm
Phase 3: Refreezing - Lock the change in

Mayos Four Levels of Change pg 12

Knowledge - Easiest change to bring. Result of reading an article, or hearing something
Attitude - Emotional part of whats happening
Individual Behavior - Teach old dogs new tricks
Group Behavior - Weve always done it this way!

Participative Change Cycle

4

Substance Abuse

(UM08)

Stress Management

Stress pg 26

Substance Abuse
-the use of any illicit drug, misuse of prescribed medication, abuse of alcohol.
-pattern of misuse of any substance for non medical purposes that produces a known
health risk/danger to self or others
Five Methods to identify
Self-identification
Commander Referrals
Medical Identification
Substance-Related Incident
Drug Testing
Supervisor Actions
1. Documentation
2. Counseling - encourage self-identification
3. After an incident, immediate referral, documentation and action required.
4. Notify CC and 1st Sgt immediately
5. Involve medical
Outward signs of Substance Abuse
Alcohol on the breath at work
Glazed eyes or trouble focusing
Appearing intoxicated or disoriented during duty hours
Appearing disheveled or hung over at work
Indication of withdrawal, such as tremors, sweating, anxiety, and irritability
Frequent absences from work for vague illnesses
Interpersonal problemswith family, friends, and/or coworkers
Changes in work quality, work quantity, or duty performance
Overly frequent bathroom breaks, sleeping at work, extreme fatigue
Changes in habitsuniform wear, tardiness, forgetfulness

the reaction our bodies experience to an external demand by our continually changing
environment.
Eustress = Positive Stress (stress of winning & achieving; example: promotion)
Distress = Negative Stress (losing, failing, overworking, not coping)

Organizational Factors pg 27
Task Demands - job design, working conditions, physical work layout, hot work center
Role Demands
Role Conflicts - create expectations that may be hard to reconcile or satisfy
Role Ambiguity - individual no sure what their role expectations are
Interpersonal Demands - pressures created by other individuals
Organizational Structure - excessive rules and lack of participation
Organizational Leadership - (CEO) create a culture characterized by tension, fear, and anxiety
Individual Factors pg 28
Physiological Symptoms
Things that happen to the body (ulcers, headaches)
Behavioral Symptoms
Actions, decisions, behaviors (eating habits, increased smoking, increased alcohol)
Psychological Symptoms
Things that happen in the mind (irritability, boredom, tension, anxiety, procrastination)

Approaches to Individual Stress Management pg 29

Time Management
Physical Exercise
Approaches to Organizational Stress Management pg 30
Relaxation Training
Selection & Placement
Social Support
Goal Setting
Job Redesign
Organizational Communication
Wellness Programs
Combat & Operational Stress pg 31
Risk Factors
Things that leaders can use to help determine ones potential for undesirable
stress-related behaviors.
Behaviors
The direct result of combat/operational stressors
Warning Signs
Behaviors that when recognized demand leaders take immediate action to get
the individual help
Post Traumatic Stress Disorder (PTSD) pg 34
Reliving the event
Avoiding situations that remind you of the event
Feeling numb
Hyperarousal
5

Resource
Stewardship (UM06)

Six Types of Resources

1. Personnel 4. Info & Tech
2. Material
5. Warfare
3. Energy
6. Financial

Program Allocation & Structure pg 14

Unit Manpower Document (UMD) - (spaces)
Unit Personnel Mgt Roster (UPMR) - (faces)
Funded Requirement - Authorized and funded position needed to accomplish the
assigned workload.
Unfunded Requirement - Authorized, but unfunded positions needed to
accomplish the assigned workload.

Requirement Determination

Performance Management pg 15
Productivity Enhancement Capital Investment (PECI) Program
Air Force Innovative Development Through Employee Awareness (IDEA) Program

Developing Future Resource Stewards pg 17

Nurtures - use what you need, not what you want
Champions - advocate resources you need
Ownership - be active role model in effectively using & managing resources
Budget Process

UMD + ACR = Change

ACR = Authorization Change Request
- used to request increases, decreases, or realignments of manpower requirements
and/or to change attributes on the UMD.
- used to change:
AFSC
Adjustment pay grade or skill levels
Change Security clearance (SAR)
- do not submit for:
temporary shortage of assigned personnel
poor or inadequate supervision, personality conflicts, or lack of qualified
personnel
self-imposed work over load

Terms and Definitions Associated with Finance 101

Budget Execution Reviewed (BER)

- drives most current year spending and following years execution plan.
Financial Execution Plan (FEP)
- getting your budget together for the following year
Antideficiency Act (ADA)
- governed by law to appropriate funding

1.Antideficiency Act: Prohibits from involving the government in a contract or obligation for the payment of money before
an appropriation is made unless authorized by law. Prohibits against over obligating or overspending an appropriation.
2. Antideficiency Act Violations: An act that results in exceeding limitations [misuse] of funds authorized and appropriated
by Congress in support of contract obligations.
3.Budget Allocation: Funding document, which represents cash for commitment or obligation that is issued by SAF/FMB
to a major command or field operating agency.
4. Budget Allotment: Similar to a budget allocation except that it is issued by major commands or field operating agencies
to subordinate units.
5.Continuing Resolution Authority (CRA): Fiscal law authority that allows the government to continue operations at a
minimum level for a specific amount of time, usually a few days to a few weeks. Units typically receive funding authority
for approximately 80% of the previous years budget amount.
6. Cost Center (CC): The organization that gathers and distributes cost data.
7.Cost Center Manager (CCM): Regulates the daily use of work hours, supplies, equipment, and services in producing or
doing things.
8. Financial Execution Plan (FEP): Ensures an equitable distribution of the President's Budget (PB) for the next fiscal year
consistent with accomplishing Air Force program objectives.
9.Financial Management Board (FMB): The senior advisory committee chaired by the Commander or Deputy
Commander and includes group commander level members and the Comptroller, Directors, and special staffs
10. Financial Working Group (FWG): Reviews program and cost factors, compares actual with prior year costs, reviews
justifications, periodically evaluates performance against estimates, and submits a recommended financial plan to the FMB
11.Milestones Associated with Budgeting Process: Significant events in the budgeting process. (CRA, BER, End-ofQuarter, Close-out, etc.)
12. Obligation: A legal binding agreement between the government and another party. The Air Force has entered a
contractual obligation; however, no goods or services have yet been received.
13.Program Objective Memorandum (POM): Biennial memorandum submitted to the Secretary of Defense from each
Military Department and Defense agency.
14. Resource Advisors (RA): Budget representative for an organization.
15.Responsibility Center Manager (RCM): Heads an organization that plans, organizes, directs, and coordinates activities
of subordinate organizations and functions.
16. Timelines Associated with Budgeting Process: Submission deadlines associated with quarterly and annual budget
requirements.

Discipline
- A state of training resulting in orderly conduct. Not meant to be negative but to train or guide an
individual toward improving performance or behavior
Military Discipline
- Mental Attitude and state of training which renders obedience instinctive under all conditions
Imposed Discipline
- Enforced obedience to legal orders and regulations.
- (essential to combat or in emergencies. No time to explain)
Self-Discipline
-Willing and instinctive sense of responsibility that reflects our personal commitment and sense of
duty.
- (getting to work on time)
Task Discipline
- Requires a strong sense of responsibility in performing our jobs to the best of our abilities.
- (staying late to knock out a project)
Group Discipline
- Pull our own weight. At times, deny personal preferences for the good of our unit

Discipline (UM07)
Discipline Model pg 8
DM 1: Prevention
- set clear standards
- establishing a rapport
- establishing a climate of accountability
DM 2: Correction
- feedback (formal and informal)
- verbal & written counseling, admonishment & reprimand
- UIF
- control rosters
DM 3: Punishment
- Commander or G-series orders officers

Unit Discipline
-A state of order and obedience. demands habitual but reasoned obedience that preserves
initiative and functions even in the absence of the commanders.
- (Not about me but about we)
Adverse Administration Actions
-Improve, correct, and instruct those who depart from standards of performance, conduct,
bearing, and integrity and whose actions degrade the individual and unit's mission.

Reading their rights

If you suspect a crime has been committed, and you intend to question the individual, you MUST
perform a rights advisement.
1. Tell them to STOP talking
2. Ask another NCO to witness
3. Read Rights
4. If individual elects counsel, stop questioning, call ADC
5. If individual elects to continue:
a. highly advise advice of ADC
b. if individual still wants to talk, ask away
c. then inform chain of command

7 Right of the Accused pg 20

1.
2.
3.
4.
5.
6.
7.

Presumptions of Innocence
Protection from Compulsory Self-Incriminated
Pretrial Investigation
Representation by Counsel
Fail and Impartial Trail
Right of Appel
Protection from double jeopardy

1. Establish Standards (line of acceptability)

2. Monitor: hold accountable
3. Apply the PDP: based on severity of infraction and supervisors judgement
a. verbal counseling
e. verbal reprimand
b. written counseling
f. written reprimand
c. verbal admonishment
g. Art. 15
d. written admonishment
h. Courts-Martial
7

Feedback vs Counseling

Interpersonal
Communication

- Required to provide feedback, but effective managers choose to counsel.

Approaches to Feedback and Counseling

1. Directive or Supervisor-centered counseling
- You do most of the talking and tell subordinate what must be done.
- Short in duration.
2. Nondirective or Subordinate-centered counseling
- Help the subordinate by providing info they need to make an informed decision
3. Combined Counseling (Two-way communication)
- Most common
- Lots of positive impact on relationship of trust.
- Emphasizes that subordinate must be responsible for planning & decision making

(MC03)

Factors Influencing Interpersonal Communication pg 9

Interpersonal communication is a face-to-face, multidirectional exchange of verbal messages and
nonverbal signals between two or more people, for the purpose of gaining a shared meaning.

Counseling Guidelines
1.
2.
3.
4.
5.
6.
7.
8.

Knowing Yourself Joharis Window (things you dont know about yourself)
Knowing Others Temperaments vs. Strengths
The Message
The Situation
The Setting

Always use an outline

Distractions and location
Counsel during the duty day
60 minutes or less
Tell counselee of the session before hand
End with a plan of action; clear/obtainable goals
Focus on specific behaviors; not how you feel
Always follow-up

Counseling Mistakes
- Operating on personal likes/dislikes
- Using stereotypes, personal biases, and prejudices
- Making a rash judgement
- Loss of emotional control
- Improper (or no) follow-up

Basic Interpersonal Communications Skills

Pre-Session Activities
Diagnosing
Preparing
Interpersonal Skills
1. Opening skills
2. Attending skills
3. Responding skills
4. Resolving skills
5. Closing skills
Post-Session Activities
- Follow-up
- focus on key issues identified in the session
- be appropriate for the person and situation
- be feasible with regard to number of actions
- be placed in supervisors and participants schedule
- include the paperwork: even when participants indicate their desire to resolve
the issue, always document the session and the plan of action

Subordinate-centered counseling
Active listening
-80% of communication is nonverbal
-Notice voice tone, eye contact, facial expression, and
appearance
Responding
- Use appropriate eye contact and gestures.
- Check understanding w/out talking too much
- Summarize, interpret, and question
Questioning
- Keep majority of questions open ended
Silence
- Stay silent for a short period to get someone to open up.
8

EO / Human Relations (UM08)

Unlawful Discrimination
-based on color, national origin, race, religion, or sex
Personal Discrimination
- Individual actions taken to deprive a person or group of a right because of color, national origin, race, religion, or sex.
- Such discrimination can occur overtly, covertly, intentionally, or unintentionally.
Systemic Discrimination
-The action by an institution that, through its policies or procedures, deprives a person or group of a right because of
color, national origin, race, religion, or sex.

Sexual Assault
and Prevention

Victim Reporting Options

RESTRICTED

UNRESTRICTED

Confidential

Yes (w/ exceptions)

No

Eligibility

Active duty &

dependents > 18 yrs

All personnel

Law enforcement
investigation

No

Yes

Command
Involvement

No

Yes

Medical Exam

Forensic Exam

Yes

Medical Services

Available

Forensic Exam

Counseling
Services

Available

Available

Victim Advocate
Services

Available

Available

Sexual Harassment pg 39
- submission to such conduct is made explicitly or implicitly a term of condition or a persons job, pay, or career.
- Submission to or rejection of such conduct by a person is used as a basis for career or employment decisions affecting
that person.
- Such conduct has the purpose or effect or unreasonably interfering with an individuals performance or creates an
intimidating, hostile, or offensive working environment.

Responding to the Victim

DO:

DONT:

- attend to safety and medical considerations first

- blame the victim

- contact the SARC and notify Security Forces

- judge

- be aware of personal biases that might get in your way

- press for details

- listen with sensitivity

- assume that there is only one appropriate reaction to a sexual assault

- be a role model for other responders

Sources of Conflict pg 4
1. Communication
2. Interest
3. Structural
- Size
- Participation
- Line-Staff Distinctions: (Line = long-range goals) (Staff = short-range goals)
- Rewards
- Resource Interdependence
4. Personal Behavior
- Values
- Perceptions
- Personalities
5. Worldview
- Conformity
- Achievement
- Tradition
- Power
- Universalism
- Self-direction
- Security

Conflict Management (UM05)

Preventing Conflict from Escalating pg 9

Variables to Consider
Who
- Subordinate, peer, supervisor, etc...
Stakes - What do you have to gain or loss
Situation - Time available for dealing w/ issue

High Context Cultures pg 7

- societal groups or cultures whose close connections w/ one another have existed for a long time.
- let the culture speak for itself
- centuries-old traditions & behaviors: Russian, Spanish, Greek, Arab, Chinese, Japanese, Korean
- associated traits:
- Less verbally explicit communication, less written/formal information
- More internalized understandings of what is communicated
- Long-term relationships
- Strong boundaries--who belonging vs. those who are considered "outsiders"
- Knowledge is situational, relational
- Decisions and activities focus around personal face-to-face relationships, around a central person of authority
- Difficult to enter for an outsider
Low Context Cultures
- groups and cultures where connections between members havent existed as long
- rely on extensive interactions & communication to ensure behaviors, beliefs, and ideas are understood
- include: the United States, Canada, German-speaking countries, and Scandinavia
- associated traits:
- Rule oriented, people play by external rules
- More knowledge is codified, public, external, and accessible
- Sequencing, separation--of time, of space, of activities, of relationships
- More interpersonal connections of shorter duration
- Knowledge is more often transferable
- Task-centered. Decisions and activities focus around what needs to be done, division of responsibilities

The Five Conflict Management Styles pg 10

1. Completing/Forcing (ex: I win / you lose)
2. Collaborating (ex: Both win)
3. Accommodate (ex: I lose / I win)
4. Compromising (ex: I win & lose / you win & lose)
5. Avoiding (ex: both lose; no winner)
20

Negotiating (UM05)

I. Distributive (Hard Ball Tactics) pg 13

Good Cop-Bad Cop
Highball-Lowball
Exploding Offer
Lying
Intimidation / Aggressive Behavior
Snow Job
Nibble

Active Listening pg 18

Minimal Encouragements
Paraphrasing
Emotion Labeling
Mirroring (or Reflecting)
Open-Ended Questions
I Messages
Effective Pauses

II. Integrative (More effective)

Mutually beneficial
Negotiators see the other party as partners in the process
a collaborate (or win-win) negotiations strategy

Cooperative Negotiation Strategy (CNS) pg 24

-CNS negotiators purposefully seek opportunities to create a new value from the available
resources, while maintaining or developing a relationship
Step 1: Positions
-Establish what your position should be and estimate what you think your counterparts position
might be.
Step 2: Interests
-Assess why you think the position from step one is the one you need and estimate why you
think your counterpart might desire their position.
Step 3: BATNA
- Determine your BATNA and estimate your counterparts BATNA.
Step 4: Brainstorming
-Engaged in negotiating with counterpart and using divergent thinking skills to develop ideas that
satisfy the developed interests
Step 5: Solution
- All negotiating parties select the best idea from all presented.
21