ATC
|
1
|
My facility adequately trains our personnel to safely conduct their jobs.
- Hard schedule training.
- Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
- Officers/Senior enlisted leadership personally monitor training sessions to ensure quality.
- Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
- Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
- Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
- Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
- Invest the time (in training) now. It'll cost you, but less than later.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
2
|
My facility provides recognition of individuals for exceptional safety acts.
- Ensure your facility has an effective safety awards program.
- Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
- We have invigorated our internal safety award process and we are much more attuned to giving individuals time off from work when we can afford it.
- Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
- Direct more command attention at those who do right than those who do wrong.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Publish a Safety Gram with recognition for personnel accomplishments/acts.
- Submit a hometown news release and/or letter to family for significant safety acts.
- Recognize a Safety Pro of the Month with a parking spot as a reward.
- Recognize government civilian and contract employee safety achievements, if warranted.
- Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Ensure your facility has a safety climate that encourages reporting safety issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
3
|
Standards in my facility are clearly defined.
- Challenge established SOPs to ensure they are current and still relevant.
- When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
4
|
Standards in my facility are enforced.
- The CO should enforce a "by the book" philosophy.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Monitor aggressive personnel who think rules aren't necessary.
- Monitor supervisors who think it's okay to cut corners.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
5
|
Only personnel with appropriate experience/skills earn qualifications in my facility.
- Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
- Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Set the bar extremely high. Personnel only reach as high as the stated goals.
- Officers/Senior enlisted leadership personally monitors training sessions to ensure quality.
- Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
6
|
Anyone breaking SOPs or safety rules is swiftly corrected.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Monitor aggressive personnel who think rules aren't necessary.
- Monitor supervisors who think it's okay to cut corners.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
7
|
Facility members, from the top down, incorporate risk management into daily activities.
- Integrate the ORM process into planning and executing operations.
- Train personnel to properly use ORM for their high-risk activities.
- Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
- Request ORM training from higher headquarters (e.g., Naval Safety Command).
- Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
- We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
- Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
- Challenge the Chiefs/SNCOs to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
- Ensure closer supervision at the mid-grade enlisted level by empowering them to make decisions regarding safety practices.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
8
|
Effective communication exists within my facility.
- Establish/update an in-house calendar to track future events and post relevant information.
- Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
- Engage the khaki leadership and share information from the survey. Discuss command culture, communication, and standardization required to sustain long term goals so that leaders speak with one voice.
- Having an open door policy on safety related issues has greatly improved communication within the unit.
- More frequent all-hands formations to ensure the CO is personally getting the word to all personnel.
- Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
- All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
- Communication is key across all pay grades. Ensure it happens.
- Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- Do not allow poor communication due to too much reliance on one-way emails.
- I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
- Provide a "state of the facility" address. It will help you find out where you are and communicate it to your subordinates.
- Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
- If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
- Ensure intervention options are clearly communicated.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
9
|
My facility keeps me well informed regarding important safety information.
- Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
- Maintain relevant hazard reports, notices, etc. in coffee break areas to increase awareness/discussion.
- Increase emphasis on aviation and ground safety at formations/quarters.
- Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
- Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
- Reach out to counterparts in similar facilities for lessons learned and common concerns.
- Ensure intervention options are clearly communicated.
- Ensure your safety representatives are visible members of your command.
- Routinely encourage your subordinate leaders to work with your safety representatives.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
10
|
My facility makes good use of special staff (e.g., legal, chaplain, family services, etc.) to help manage high-risk personnel.
- Use special staff (e.g., chaplain, medical, etc.) to monitor your facility's "health" (e.g., morale and motivation).
- Review personnel jackets for drug/alcohol histories.
- Ensure your Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
- Integrate the ORM process into identifying/managing high risk personnel.
- Monitor aggressive personnel who think rules aren't necessary.
- Ensure your supervisors are leading at their level.
- Involve the officers and Chiefs/SNCOs on appropriate issues.
- Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Ensure your safety representative is a visible member of your command.
- Routinely encourage your subordinate leaders to work with your safety representative.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
11
|
Safety decisions are made at the proper levels by the most qualified personnel.
- Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
-
Challenge the SNCOs/Section Heads to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
- Ensure closer supervision at the mid-grade enlisted level by empowering them to make decisions regarding safety practices.
- Integrate the ORM process into planning and executing operations.
- Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Routinely encourage your subordinate leaders to work with your safety representatives.
- Ensure your facility has a safety climate that encourages reporting safety issues.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
12
|
Airfield vehicle operators maintain communications with our facility at all times while operating on designated movement areas of the airfield.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
13
|
ATC logs and records are accurately maintained.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Leadership should establish organizational priorities (at all levels) and live by them.
- COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Beware of mismanagement due to insufficient mid-grade enlisted leadership.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
14
|
ATC simulators are regularly used at my facility to maintain proficiency.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Beware of an environment where "work-arounds" are "the way we do things here."
- Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
- Implement a formal training plan.
- Be aware of the consequences of training with fewer resources.
- Monitor turnover in personnel.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
15
|
Our Human Factors Councils have been successful identifying personnel who pose a risk to safety.
- Ensure your Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Bolster safety councils by having more ranks represented.
- Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
- Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
- Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
- Review personnel jackets for drug/alcohol histories.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) completed on deployed detachments.
- Monitor aggressive aircrew who think rules aren't necessary.
- Be aware of improper perceptions by your personnel.
- Beware of and monitor fatigue levels of your personnel.
- Integrate the ORM process into identifying/managing high risk personnel.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
16
|
My facility temporarily restricts controllers from performing ATC services who are under high personal stress.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- Use special staff (e.g., chaplain, medical, etc.) to monitor your facility's "health" (e.g., morale and motivation).
- Involve the officers and senior enlisted leadership on appropriate issues.
- Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Ensure your Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk controllers.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
17
|
Equipment trouble call status is obtained at the beginning/close of each shift.
- Focus renewed attention on shift turnover.
- Adjust schedules to permit more of an overlap to get better pass downs.
- All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- Communication is key across all pay grades. Ensure it happens.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
- Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
18
|
My facility effectively communicates pertinent information during watch changes.
- Focus renewed attention on watch turnover.
- We adjusted our schedules to permit more of an overlap to get better pass downs.
- Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
- All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
- Communication is key across all pay grades. Ensure it happens.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
19
|
My facility receives timely notification of flight operations (e.g., upcoming, add-on, high tempo, etc.).
- Have Ops brief the weekly plan to ensure that controllers are provided adequate notification of events.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
- All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
- Do not allow poor communication due to too much reliance on one-way emails.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
20
|
My facility has a reputation for high-quality performance.
- Outstanding command leadership teams are "brilliant on the basics."
- The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- Focus on what you are doing correctly.
- Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
- Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
- Reach out to counterparts in similar facilities for lessons learned and common concerns.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Monitor supervisors who think it's okay to cut corners.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
21
|
Violations of SOPs and safety rules are rare in my facility.
- Challenge established SOPs to ensure they are current and still relevant.
- When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
- Leaders set the example.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Monitor supervisors who think it's okay to cut corners.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Direct more command attention at those who do right than those who do wrong.
- If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
22
|
Adverse incidents are reported within my facility.
- There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating "new" solutions.
- Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
- Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
- If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
- Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
- Implement a policy letter that encourages the reporting of safety issues.
- Ensure your facility has a safety culture that encourages reporting safety issues.
- Ensure your facility solicits and values honest feedback.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
23
|
Training is rarely postponed/cancelled in my facility.
- Hard schedule training.
- Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
- Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
- Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
- Officers/Senior enlisted leadership personally monitor training sessions to ensure quality.
- Invest the time (in training) now. It'll cost you, but less than later.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
24
|
Individuals in my facility are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.
- Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
- Direct more command attention at those who do right than those who do wrong.
- Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
- Publish a Safety Gram with recognition for personnel accomplishments/acts.
- If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
- Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Be aware of improper perceptions by your personnel.
- Ensure your safety representatives are visible members of your command.
- Routinely encourage your subordinate leaders to work with your safety representatives.
- A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
- Ensure your facility has an effective safety awards program.
- Ensure your facility has a safety climate that encourages reporting safety issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
25
|
Facility members avoid cutting corners to accomplish their job/mission.
- The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
- Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
- Beware of an environment where "work-arounds" are "the way we do things here."
- When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
- Monitor supervisors who think it's okay to cut corners.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Beware of and monitor fatigue levels of your personnel.
- Monitor and be aware of perceived mission creep.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
26
|
Morale in my facility is high.
- Safety climate survey results revealed that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
- The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
- Institute morale building incentives like "shop/platoon/company of the month."
- Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
- Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
- Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
- Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
- Plan ahead and share plans/timelines with personnel to improve productivity and morale
- Focus on what you are doing correctly.
- COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
- Incorporate mentorship at every level.
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
27
|
In my facility, conflicts between individuals rarely degrade performance.
- Leaders set the example.
- Leaders/Supervisors resolve conflicts before they degrade organizational performance.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Involve the officers and senior enlisted leadership on appropriate issues.
- Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
28
|
Standard control phraseology is adhered to by all controllers at my facility at all times.
- Outstanding command leadership teams are "brilliant on the basics."
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- The CO should enforce a "by the book" philosophy.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Hard schedule training.
- Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
29
|
Unprofessional behavior in my facility is not tolerated.
- The CO should enforce a "by the book" philosophy.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Outstanding command leadership teams are "brilliant on the basics."
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
30
|
My facility has a good working relationship with other facilities on our base (e.g., Fire Dept, Airfield Management, Security, Fuels, T-Line, etc.).
- Plan ahead and share plans/timelines with personnel to improve productivity and morale.
- Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
- Communication is key across all pay grades. Ensure it happens.
- Do not allow poor communication due to too much reliance on one-way emails.
- Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
- Be aware of improper perceptions by your personnel.
- Leaders set the example.
- Outstanding command leadership teams are "brilliant on the basics."
- Direct more command attention at those who do right than those who do wrong.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Involve the officers and SNCOs/CPOs on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
31
|
My facility has a good working relationship with adjacent facilities (e.g., ARTCC, Approach, Commercial/Civil Airfields, etc.).
- Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
- Reach out to counterparts in similar organizations for lessons learned and common concerns.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale
- If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
- Establish, communicate (make visible), and enforce performance standards in your facility.
- Leadership should establish organizational priorities (at all levels) and live by them.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- Involve the officers and SNCOs/CPOs on appropriate issues.
- Communication is key across all pay grades. Ensure it happens.
- Do not allow poor communication due to too much reliance on one-way emails.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
32
|
Personnel work effectively as a team in my facility.
- Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
- Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
- Plan ahead and share plans/timelines with personnel to improve productivity and morale
- Leaders set the example.
- Outstanding command leadership teams are "brilliant on the basics."
- Direct more command attention at those who do right than those who do wrong.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
33
|
Crew rest standards are enforced in my facility.
- [The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
- Ensure all personnel understand the crew rest requirements and command policy on any waivers.
- Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Leaders set the example.
- Tighten crew rest/crew day adherence through advanced scheduling.
- Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
- Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
- For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
- Monitor aggressive aircrew who think rules aren't necessary.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
34
|
Adequate time is allotted for breaks/rest during watches at my facility.
- Beware of and monitor fatigue levels of your personnel.
- Beware of an environment where "work-arounds" are "the way we do things here."
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
- For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Integrate the ORM process into planning and executing operations.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
35
|
Minimum manning is not an accepted practice after normal working hours.
- Ensure work shifts are adequately manned for workloads.
- Beware of an environment where "work-arounds" are "the way we do things here."
- Review the OPTEMPO of your facility and its effect on safety and performance.
- For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
- Plan ahead and share plans/timelines with personnel to improve productivity and morale.
- The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
- Monitor supervisors who think it's okay to cut corners.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
36
|
I am provided adequate resources (e.g., time, staffing, budget, tools, and equipment) to accomplish my job.
- Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
- Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
- Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
- We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
- Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Be aware of collateral mission creep.
- Monitor turnover in personnel.
- Beware of and monitor fatigue levels of your personnel.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
37
|
Fatigue rarely degrades performance in my facility.
- Beware of and monitor fatigue levels of your personnel.
- Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
- Track the days off for each person in the facility to ensure that each person receives adequate time away from work.
- We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
- Avoid recalls/holdovers of night crew personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
38
|
My facility has enough experienced personnel to perform its current tasks.
- Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
- Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
- Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
- Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Be aware of collateral mission creep.
- Monitor turnover in personnel.
- Beware of and monitor fatigue levels of your personnel.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
39
|
My facility is not over-tasked.
- Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
- Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of MOSs/NECs.
- Balance the delicate issues of ops/pers tempo with mission accomplishment.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Be aware of collateral mission creep.
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
40
|
There are no airfield obstructions at my facility that adversely affect safety of operations.
- Request removal of obstacles, if possible.
- Limit/prohibit aircraft operations in area of obstructions.
- Ensure NOTAMs are updated accordingly.
- Ensure controllers communicate obstruction concerns to aircrew, as necessary.
- Ensure any changes in temporary or mobile obstacles (i.e., due to construction, airfield maintenance, etc.) are adequately communicated to controllers, aircrew, and other necessary airfield personnel.
- Base operations should periodically assess airfield and surrounding areas for new/removed obstacles. Construction/maintenance crews may not provide timely or accurate obstacle information.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
41
|
My facility has sufficient airfield traffic to maintain controller proficiency/currency.
- Ask local squadrons to utilize your facility's services for both aircrew and controller training requirements. A "win-win" proficiency solution.
- Leadership should establish organizational priorities (at all levels) and live by them.
- Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
- Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
- Implement a formal training plan.
- Reach out to counterparts in similar facilities for lessons learned and common concerns.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
42
|
I have time to adequately perform all my additional duties, including non-ATC watch standing.
- Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- Beware of an environment where "work-arounds" are "the way we do things here."
- Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
- Be aware of collateral mission creep.
- Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
43
|
Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have not created problems in my facility.
- We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of personnel on operating positions.
- We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
- Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of MOSs/NECs.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
- Monitor turnover in personnel.
- Integrate the ORM process into planning and executing operations.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
44
|
Leaders/Supervisors in my facility are actively engaged in the safety program.
- Outstanding command leadership teams are "brilliant on the basics."
- Routinely encourage your subordinate leaders to work with your safety representatives.
- Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
- Challenge the SNCOs/Chiefs to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
- Have mid-grade supervisors discuss survey results with their personnel to obtain additional clarification of issues and suggestions for interventions.
- Bolster safety councils by having more ranks represented.
- Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Ensure intervention options are clearly communicated.
- Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
- Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
- Ensure your facility has an effective safety awards program.
- Routinely conduct safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
45
|
Leaders/Supervisors encourage reporting safety discrepancies.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
- Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
- Having and open door policy on safety related issues has greatly improved communication within the unit.
- Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
- Ensure safety representatives are visible members of the unit.
- Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
- Communication is key across all pay grades. Ensure it happens.
- A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
- Implement a policy letter that encourages the reporting of safety issues.
- Ensure your facility has a safety climate that encourages reporting safety issues.
- Involve the officers and senior enlisted leadership on appropriate issues.
- If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
46
|
Leaders/Supervisors in my facility prohibit cutting corners to get a job done.
- Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
- The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
- Involve the officers and senior enlisted leadership on appropriate issues.
- Monitor supervisors who think it's okay to cut corners.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Leaders set the example.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
47
|
Leaders/Supervisors in my facility care about my quality of life.
- Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
- The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
- Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
- Be aware of improper perceptions by your personnel.
- Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Involve the officers and senior enlisted leadership on appropriate issues.
- Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
48
|
Supervisors react well to unexpected changes.
- Leaders set the example.
- Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
- Plan ahead and share plans/timelines with personnel to improve productivity and morale.
- Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
- Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
- Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
- Communication is key across all pay grades. Ensure it happens.
- Review the OPTEMPO of your facility and its effect on safety and performance.
- Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
- Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
49
|
Branch managers are effective at promoting safety in my facility.
- Outstanding command leadership teams are "brilliant on the basics."
- Leaders set the example.
- Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
- Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
- We have now assigned and advertised the names of safety reps. We have an active safety council that meets regularly to address safety issues.
- Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
- Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
- Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
- Challenge managers/supervisors to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
- Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
- Reach out to counterparts in similar organizations for lessons learned and common concerns.
- Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
- Routinely encourage your subordinate leaders to work with your safety representatives.
- Ensure your safety representatives are visible members of your command.
- Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
- Ensure your facility has a safety climate that encourages reporting safety issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
50
|
Military and civilian controllers in my facility are held to the same standards of performance.
- Establish, communicate (make visible), and enforce performance standards in your facility.
- COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Outstanding command leadership teams are "brilliant on the basics."
- The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
- Monitor supervisors who think it's okay to cut corners.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
51
|
Branch Managers maintain an adequate presence within their respective branches.
- Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Are your command's leadership, managers, and supervisors staring at their computer screens or getting "out and about"?
- Challenge Branch Managers to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
- Outstanding command leadership teams are "brilliant on the basics."
- Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
- The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
- Leaders set the example.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
- Review the list/matrix of relevant Issue Papers on this website.
|