TECHNICAL SERGEANT

Enlisted Force Structure Tier: The enlisted force structure is comprised of three distinct and separate tiers, each correlating to increased levels of education, training, and experience, which build increasing levels of proficiency. The three tiers correlate to increased leadership and managerial responsibilities, with each tier building on the responsibilities of the previous one. The tiers are junior enlisted Airmen, Noncommissioned Officer, and Senior Noncommissioned Officer. (AFH 36-2618, para 3.1.1 and responsibilities in para 4.4)

Technical Sergeant (TSgt): often the organizations’ technical experts. They continuously strive to further their development as technicians, supervisors, leaders and mentors through professional development opportunities, including Air Force and Joint Enlisted Professional Military Education. They should consider broadening opportunities. Must complete Noncommissioned Officer Academy prior to assuming the rank of Master Sergeant.(AFH 36-2618, para 3.2.2).

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.

  • AFSC technical expert (certifier, instructor, evaluator)

  • NCO Academy (NCOA)

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

  • Complete an Individual Development Plan each year

  • Request 360 degree & supervisors feedback through myVector

  • Complete SEJPME I (CAC Enabled)

  • Complete Defense Support of Civil Agencies (DSCA) Phase I (CAC Enabled)

Develop Leadership and Supervisory Skills

  • NCOIC, Project Officer, Additional Duty First Sergeant

  • Deployment (if opportunity exists)

  • Supervise and/or mentor atleast one Airman

  • Rater (ACA/EPR) for at least one Airman

  • Volunteer for Additional Duties to learn new skills

  • Panel member for mock board

  • Guide your Airmen through and support their Individual Development Plan

Foundational Knowledge

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

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., Junior Enlisted Council JEC, Diversity and Inclusion, Honor Guard, Wing Innovation and Community Action Team (CAT))

  • Professional Organizations: EANGUS, Air Force Association (AFA), AF Seargeants Association (AFSA), etc.

  • 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

WAYS TO DEVELOP YOURSELF