When the National Security Act of 1947 created a separate and independent Air Force, it was not the result of one man’s hard work, but the culmination of countless people working hand in hand towards a common goal. In a sense, the Air Force was founded on the key ingredients of teamwork and communication.
Achieving results in today’s Air Force is no different. Without working as a team, no unit can thrive. Across the KMC, Airmen are realizing the truth that by working together, they can accomplish far more than working by themselves.
“When we get that phone call to go downrange we come together as one team to get the job done,” said Tech. Sgt. Jeff Isenberg, 1st CBCS. “There’s no chance we could do it any other way. Our mission success depends on it.”
With the KMC’s expeditionary drive, it is essential that Airmen come together and work as a team to accomplish missions around the globe. Whether it is in support of exercises in Africa and Asia or aiding in the successes of Operation Enduring Freedom and Operation Iraqi Freedom, successful members rely on one another to flourish even in the most austere conditions.
While deployed to Southwest Asia, Tech. Sgt. Thomas Cook relied on fellow 1st CBCS members Master Sgt. Robert Frost and Staff Sgt. Stephen Adams on a daily basis.
“I remember I had to give a report to the A6 commander about theatre-wide communication outages and how we were going to fix the problem,” said Sergeant Cook. “I utilized Master Sgt. Frost’s quality assurance background to communicate with the Army to see who was responsible for which communication requirements. Then, Staff Sgt. Adams provided me with network diagrams depicting all communication outages in the theatre. Thanks to them, I was able to give a full detailed report to the colonel.”
When Airmen focus on keeping an open chain of communication on all levels, they are able to rely on one another on a more personal level. The end result is high morale, which leads to high productivity.
Staff Sgt. Michael Hendrix remarks, “I know I can call on my friends or supervisors anytime day or night for help without fear of repercussions. In the past, I might have hesitated, but not today.”
Of course, excellent communication must start at the top and work its way down. Leadership must take a vested interest in their troops and ensure that members are ready to accomplish the mission.
“My door is always open, and my phone is always turned on,” said Chief Master Sgt. Michael Colbert, 1st CBCS superintendent. “Airmen need someone to show them the ropes and lend a helping hand. My foremost goal is to make sure that happens. I would not have it any other way.”
Don’t you want to be a part of a successful organization? You simply can’t do it without the right mix of teamwork and communication. Learn it. Use it. Succeed with it!
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When the National Security Act of 1947 created a separate and independent Air Force, it was not the result of one man’s hard work, but the culmination of countless people working hand in hand towards a common goal. In a sense, the Air Force was founded on the key ingredients of teamwork and communication.
Achieving results in today’s Air Force is no different. Without working as a team, no unit can thrive. Across the KMC, Airmen are realizing the truth that by working together, they can accomplish far more than working by themselves.
“When we get that phone call to go downrange we come together as one team to get the job done,” said Tech. Sgt. Jeff Isenberg, 1st CBCS. “There’s no chance we could do it any other way. Our mission success depends on it.”
With the KMC’s expeditionary drive, it is essential that Airmen come together and work as a team to accomplish missions around the globe. Whether it is in support of exercises in Africa and Asia or aiding in the successes of Operation Enduring Freedom and Operation Iraqi Freedom, successful members rely on one another to flourish even in the most austere conditions.
While deployed to Southwest Asia, Tech. Sgt. Thomas Cook relied on fellow 1st CBCS members Master Sgt. Robert Frost and Staff Sgt. Stephen Adams on a daily basis.
“I remember I had to give a report to the A6 commander about theatre-wide communication outages and how we were going to fix the problem,” said Sergeant Cook. “I utilized Master Sgt. Frost’s quality assurance background to communicate with the Army to see who was responsible for which communication requirements. Then, Staff Sgt. Adams provided me with network diagrams depicting all communication outages in the theatre. Thanks to them, I was able to give a full detailed report to the colonel.”
When Airmen focus on keeping an open chain of communication on all levels, they are able to rely on one another on a more personal level. The end result is high morale, which leads to high productivity.
Staff Sgt. Michael Hendrix remarks, “I know I can call on my friends or supervisors anytime day or night for help without fear of repercussions. In the past, I might have hesitated, but not today.”
Of course, excellent communication must start at the top and work its way down. Leadership must take a vested interest in their troops and ensure that members are ready to accomplish the mission.
“My door is always open, and my phone is always turned on,” said Chief Master Sgt. Michael Colbert, 1st CBCS superintendent. “Airmen need someone to show them the ropes and lend a helping hand. My foremost goal is to make sure that happens. I would not have it any other way.”
Don’t you want to be a part of a successful organization? You simply can’t do it without the right mix of teamwork and communication. Learn it. Use it. Succeed with it!