NON COMMISSIONED OFFICER SCHOOL DYNAMIC FOLLOWERSHIP NON COMMISSIONED OFFICER SCHOOL

OVERVIEW 3 AREAS OF FOLLOWERSHIP UNDERSTANDING OUR JOB, MISSION, ACCOUNTABILITIES, OPPORTUNITIES, SKILLS & ATTITUDES BOSS-SUBORDINATE RELATIONSHIP FEELINGS ABOUT JOBS, BOSS & SELF

DYNAMIC SUBORDINANCY ORGANIZATIONS ARE FILLED WITH SUBORDINATES TRAINING TO MAKE OUR ROLE DYNAMIC AND SATISFYING WORK GROUP TO FUNCTION WELL AND TAKE CARE OF SUBORD’S NEEDS = BOSS’ JOB TWO WAY STREET: BOSS AND SUBORDINATE RELATIONSHIP

THREE AREAS TO LOOK AT OUR FOLLOWERSHIP ROLES THE JOB ITSELF BOSS – SUBORDINATE RELATIONSHIP OUR FEELINGS ABOUT OUR JOBS, BOSS AND SELF FORMULATE AN ACTION PLAN FOR THESE THREE AREAS TO BECOME MORE DYNAMIC IN OUR FOLLOWERSHIP

The Job Itself A SUBORDINATE IS LIKE A STEWARD GENUINELY DYNAMIC DYNAMIC & RISK TAKING GENUINELY DYNAMIC STRONG LAUNCH PAD FOR BASIC UNDERSTANDING OF THE JOB & THE BOSS THREE INGREDIENTS KNOW WHAT THE JOB IS KNOW HOW TO DO THE JOB DO THE JOB

KNOW WHAT THE JOB IS KNOW PRECISELY WHAT THE BOSS WANTS AMBIGUITY ABOUT THE JOB KNOW AND UNDERSTAND THE CRITICAL SUCCESS FACTORS DEVELOP DATA ABOUT THE JOB THE ACCOUNTABILITIES THE CRITICAL ACCOUNTABILITIES THE WAYS I NOW SPEND MY TIME AND ITS RELATION TO THE FORMER TWO

KNOW HOW TO DO THE JOB HOW WELL THE JOB IS DONE OBJECTIVELY LOOK AT OURSELVES & OUR SKILLS IN RELATION TO THE SKILL THE JOB REQUIRES PROFESSIONAL DEVELOPMENT: DON’T WAIT … WISE SUBORDINATE = LEARNING, DEVELOPING, EXPERIENCE-SEEKING PERSON WHO BECOMES INDEPENDENT BECAUSE THEY ARE PROFESSIONALS

DO THE JOB JOB WELL-DONE REWARDS, ACCOLADES AND PROMOTIONS BOSS’ EXPECTATIONS = SUCCESS AND FUTURE

DEMOTIVATION RESULT OF ALL THAT WE SEE IN THE WORKPLACE WE DON’T CARE WHETHER WE DO OR JOB OR WE DO IT BADLY TWO LOGICAL CHOICES PULL OURSELVES OUT OF THIS PIT REKINDLE OUR POSITIVE DRIVE LEAVE

DEMOTIVATION DYNAMIC ACTION IDENTIFY THE NEGATIVE EMOTIONAL PRODUCERS IDENTIFY THE POSITIVE EMOTIONAL PRODUCERS ANALYZE & EXAMINE THE IMPACT OF EACH UNLOCK OURSELVES FROM THE NEGATIVE CREATE NEW POSITIVE EMOTIONAL PRODUCERS & ENHANCE PRESENT MAKE A PLAN OF ACTION

DEMOTIVATION COMPONENTS FOR FREEDOM OF ACTION DETERMINE THE SUBSTANCE DETERMINE THE TIMING DETERMINE HOW THE JOB WILL BE DONE DETERMINE WHO IS RESPONSIBLE DETERMINE THE COST

BOSS-SUBORDINATE RELATIONSHIPS RELATIONSHIP IS A MUTUAL RESPONSIBILITY TO DEVELOP AND TO NOURISH CHALLENGE (TRUST) DEMONSTRATE ABSOLUTE PERSONAL RESPECT AND LOYALTY TO THE BOSS GAIN THE BOSS’ ADMIRATION AND RESPECT FOR HIS PROFESSIONALISM GOTTEN THE BOSS’ JOB DONE

BOSS-SUBORDINATE RELATIONSHIPS RELATIONSHIP IS A MUTUAL RESPONSIBILITY TO DEVELOP AND TO NOURISH INFORM THE SUBORDINATE MUST ACCOUNT TO THE LEADER FOR STEWARDSHIP OF THE THING THE BOSS ASSIGNED BOSS NEEDS TO KNOW BECAUSE HE IS ALSO ACCOUNTABLE TO ANOTHER BOSS ACCOUNT TO THE BOSS HONESTLY AND FACTUALLY AND STILL RETAIN THE FEELING OF PERSONAL FREEDOM AND DIGNITY

BOSS-SUBORDINATE RELATIONSHIPS RELATIONSHIP IS A MUTUAL RESPONSIBILITY TO DEVELOP AND TO NOURISH INVITE THE BOSS IN OPEN WIDE THE GATES OF YOUR JOB PROUDLY SHOW THE SITUATION EXPLAIN THE IMPROVEMENT ASK FOR HELP ON PROBLEMS SEEK IDEAS FOR CHANGE

AIR FORCE LEADER AS A FOLLOWER MATURE AND IMMATURE FOLLOWER BEHAVIOR VARIABLE = ABILITY INDEPENDENCE = ABILITY TO COMPLETE A TASK WITH MINIMAL SUPERVISION AND ASSISTANCE EXPERIENCE = ABILITY BASED ON TASK-RELATED EXPERIENCES AND EDUCATION FLEXIBILITY = THE ABILITY TO ADJUST AN INDIVIDUAL’S BEHAVIOR TO DIFFERENT SITUATIONS

AIR FORCE LEADER AS A FOLLOWER MATURE AND IMMATURE FOLLOWER BEHAVIOR VARIABLE = ABILITY AWARENESS = ABILITY TO READ OR DIAGNOSE THE NEEDS OF OTHER INDIVIDUALS AND EVENTS INTERPERSONAL RELATIONS = ABILITY TO GAIN OTHER’S TRUST, UNDERSTANDING AND RESPECT THRU EFFECTIVE HUMAN RELATIONS PERSPECTIVE = ABILITY TO ANALYZE THE SHORT AND LONG TERM EFFECTS OF ACTIONS AND BEHAVIOR

AIR FORCE LEADER AS A FOLLOWER MATURE AND IMMATURE FOLLOWER BEHAVIOR VARIABLE = WILLINGNESS RESPONSIBILITY = WILLINGNESS TO ACCEPT AND MEET OBLIGATIONS WITHOUT BEING DIRECTED ACTIVITY = WILLINGNESS TO APPLY AN APPROPRIATE LEVEL OF ACTIVITY OR RESPONSIVENESS WITHIN A GROUP

AIR FORCE LEADER AS A FOLLOWER MATURE AND IMMATURE FOLLOWER BEHAVIOR VARIABLE = WILLINGNESS & ABILITY ACHIEVEMENT = WILLINGNESS TO INITIATE ACTION AND ABILITY TO SUCCESSFULLY ACCOMPLISH A TASK

SUMMARY 3 AREAS OF FOLLOWERSHIP UNDERSTANDING OUR JOB, MISSION, ACCOUNTABILITIES, OPPORTUNITIES, SKILLS & ATTITUDES BOSS-SUBORDINATE RELATIONSHIP FEELINGS ABOUT JOBS, BOSS & SELF

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