STAFF SERGEANT

Noncommissioned Officers: The “backbone” of the United States Air Force. This tier focuses on training, supervision, and task execution and consists of Staff Sergeant (SSgt) and Technical Sergeant (TSgt). NCOs lead by example as role models to all and ensure proper use of resources within their control. They become proficient and internalize the Airman Leadership Qualities and progress toward intermediate and advance foundational competency levels. Additionally, they continue their development through Enlisted Professional Military Education and career-broadening positions, as they begin building a strong network within and outside their organizations. 

Staff Sergeant (SSgt): primarily highly skilled technicians with supervisory and training responsibilities. Typically, at this rank they earn the 7-skill level. They must continuously strive to further their development as technicians, supervisors, and leaders through professional development opportunities, including Air Force and Joint Enlisted Professional Military Education. They are responsible for their subordinates’ development and the effective accomplishment of all assigned tasks. They must ensure proper and effective use of all resources under their control to ensure the mission is effectively and efficiently accomplished. They should consider broadening opportunities.(AFH 36-2618, para 3.2.1)

Responsibilities of all Noncommissioned Officers: In addition to meeting all Junior Enlisted Airmen responsibilities, Noncommissioned Officer responsibilities include:

Developing Self:  

• Increase knowledge and understanding of the occupational and foundational competencies required to accomplish the mission. These competencies are gained through a combination of education, training, and experience.  

• Embrace and demonstrate personal and team resilience by embodying the social, physical, mental, and spiritual domains of Comprehensive Airman Fitness and encouraging others to do the same.  Uphold physical readiness. Lead the way by promoting, supporting, and participating in physical fitness programs. Incorporate physical training into the team’s duty schedules as the mission allows to ensure a fit and ready force. 

Developing Others: 

• Contribute to a professional climate and culture by supporting leaders’ decisions, seeking clarification when needed, and defining expectations to their subordinates, as well as identifying, highlighting, and correcting behaviors that might detract from their teams.  

• When needed, exercise authority to issue lawful orders to complete assigned tasks in accordance with Article 92 of the Uniform Code of Military Justice.  

• Practice and promote mental readiness. Be actively aware of challenges that subordinates may be facing. Advocate seeking help for individuals and remain engaged to ensure continued mental readiness and effectiveness. 

• Allow and encourage team members to develop spiritual skills needed in times of stress, hardship, and tragedy. This may or may not include religious activities.  

• Stay professionally engaged with team members both on- and off-duty. Be familiar with a subordinate’s environment/residence or living spaces and visit installation support facilities to understand off-duty opportunities and living conditions.  

• Recognize and reward individuals whose performance clearly exceeds standards. Ensure subordinates and peers are held accountable when deviating against standards.  

• Provide feedback and counseling to subordinates on development, performance, career opportunities, promotions, benefits, and entitlements. Use continuous informal and formal feedback to optimize a subordinate’s potential and performance. On an annual basis, Noncommissioned Officers must discuss and provide the Benefits Facts Sheets to subordinates during feedback. 

Developing Ideas:  

• Demonstrate and facilitate a healthy climate of effective followership by willingly owning, explaining, and promoting leaders’ decisions. In some circumstances, Noncommissioned Officers who are lower ranking may be placed in charge of other Noncommissioned Officers of the same grade as determined by the unit commander.  

• Use multi-media to learn and expand partnerships to explore potential ideas. Protect sensitive personal and operational information on social networking sites or other online forums.  

• Develop insights into new situations; question conventional approaches by applying and modifying complex learned concepts or methods appropriately. Question existing methods or processes and identify novel alternatives.  

• Prototype and test potential solutions. Use experts and other influence tactics to build support for ideas. Appeal to ideals or values to overcome resistance and sway the opinions of others.  

• Use multiple digital resources at the same time to conduct research. Select communication mediums based on situational needs. Provide others with advice on new digital technology. 

Developing Organizations:  

• Encourage retraining opportunities to balance the force and meet mission requirements 

Focus Areas: primary goal of those in the NCO tier is mission accomplishment.

• 7-Skill Level

• Air Force Training Course (AFTC)

• Civilian College Courses, CLEPs/DSSTs - work toward CCAF or Associates Degree

• Review AFH 36-2618, Enlisted Force Structure

• Complete an Individual Development Plan each year

• Request 360 degree & supervisors feedback through myVector (via AF Portal)

• Complete SEJPME I (CAC Enabled)

• Learn about Unit Manning Document (UMD)

• Learn about Resource Management (Days and Dollars)

Develop Leadership and Supervisory Skills

• Trainer and/or Mentor for one or more Airman

• Supervise one or more Airmen

• Volunteer for Additional Duties to learn new skills

• Panel member for a mock board

• Guide your Airmen through and support their Individual Development Plan

Foundational Knowledge

• Airman Leadership Qualities (ALQs) (MyPers Article (CAC Enabled)) - 10 qualities that will be used as feedback tool for enlisted and officers.

• AF Foundational Competencies - 24 competencies for all Airmen, categorized into four groups: Developing Self, Developing Others, Developing Ideas, and Developing Organizations.

• The Enlisted Force Structure, AFH 36-2618, or the Little Brown Book - learn AF Leadership Levels (Ch 2), Tiers, Ranks, and Roles (Ch 3), Responsibilities by Tier (Ch 4)

MT Leadership, Mission, History and State Partnership Program (SPP):

• MT National Guard State Leadership and 120th Airlift Wing Leadership 

• MT National Guard Mission and Vision and 120th Wing Mission and Vision

• MT Air National Guard History

Key Air Force Systems to Know: (CAC Enabled)

• Air Force Portal – one-stop to access Air Force and ANG sites and resources.

• MTANG SharePoint - one-stop access to MTANG 

• AROWS (Chrome or Edge) - to access and track your orders

• DTS - create travel authorizations and travel vouchers

• MilConnect – update personal information and your SGLI 

• myPay – pull your Leave and Earning Statement (LES), setup Thrift Savings Plan (TSP), etc.

• vMPF – pull RIP, PCARS, update vRED

• myLearning -Training records, Computer Based Training 

• PRDA - Virtual Personnel Services Center, access to military personnel records, EPRs, Orders, Decorations, etc

Promote Organizational Culture:

• Participate in squadron, group, wing, and community events and activities (i.e. Vigilante Council, Honor Guard, Wing Innovation and Community Action Team (CAT))

• Professional Organizations: EANGUS, Air Force Association (AFA)

• Professionalism, Attitude, Work Ethic, Comradery Maintain Mission Readiness: fitness assessment, medical and dental, mobility, AFSC Upgrade Training

• Volunteer for Additional Duties to learn new skills

• Attend a mock board and request feedback