 what's happening how you doing chiefs all right who said that I hear you hey something I want to touch on that I heard Dr. Dr. Bungarn talking about and something that you can do as a chief so someone in the back had asked about can you take the running component of the fitness test first so I'll tell you yes and I'll tell you as a chief you can influence that this is how I know when I was at the warfare center we had a problem with airmen taking the PT test the last week of the month we've all seen it because they may not have worked out like they should in their word they want to wait till the last day of the month to take the PT test and what they did on Nellis Air Force Base is they incentivized airmen if you took the PT test the first two weeks of the month and if you decided that you were going to take the test the first two weeks of the month you could run first if you wanted to you could run first if you wanted to what I'll tell you chiefs as you influence that you can make that happen that's at the lowest level for approval and I believe for us it was the FSS commander who decided that's what they were going to do to try to address the throughput toward the end of the month good incentive I think just something to think about food for thought but if you have that same kind of issue if you're worried about lactic acid and all those kinds of things influence it make sense all right I get to talk about some AFPC stuff some bombs dropping all those times things no bombs dropping AFPC I can tell you that hey what I'm gonna do on what I want I only have eight slides that I'm gonna talk about and in the middle of those slides at the end of those slides or whatever if you have questions about AFPC I want you to ask me and I want to hopefully in stealing you the direction that AFPC is going and then also this whole culture change that we're trying to do and then why the culture change all right supposed to do that all right AFPC a1 commander philosophy so we recently changed our mission and to most chiefs you're like hey that's not a big deal Kenny I don't care that you guys change your mission but there's a why behind the reason we changed the mission our previous mission was one team one family one mission taking care of airmen and the reason we changed that is I had a conversation with our previous commander lieutenant general Kelly and he asked me what does that do for me what's that mission statement do for me and I said sir it does absolutely nothing to me it doesn't make me feel any kind of way it's vague it's bland and it doesn't get after me it doesn't inspire me to do anything and so we talked about changing it we want to change it for the technicians at AFPC so we change it to the mission statement at the bottom agile innovative and responsive feeling the fight what we're trying to do with that is if you're a technician at AFPC and you're behind a computer screen you're behind a phone call what we want you to believe or think about is any action I take I should be fueling the fight that should drive airmen our airmen to say yes more times than not we understand currently that's not what's going on but that's what we're driving toward we're trying to make a person Ellis see themselves in the mission in the only way a person else can see themselves in the mission they have to understand that whatever they do they're trying to influence the fight in Afghanistan and Syria and Iraq and all those places that's why the change in mission statement so some of you might say yeah whatever doesn't make sense I don't like it or whatever but we're trying to drive a certain culture with those technicians who are just behind computer screens and doing things we can actually able to fight if we say yes more times than not we're team and when I say we're team I talk about the entire a1 enterprise so that starts at the squadron level with the CSS is the MPS is the Magcoms AFPC and half we're all one team in general Kelly's outlook in general toast outlook and that what that means is if there is a mistake that's made let's say at your MPS and when it gets to AFPC if we can say as a community the a1 enterprise made the mistake we're gonna fix it we're gonna fix it so we're not gonna say the MPS did it we're sorry or it happened at AFPC or happened at the squadron you guys need to take care of it if we mess up in the a1 enterprise we're gonna make it right and what we're trying to do is not put the burden back on the airmen or the commander to tell them hey you need to submit an exception to policy to make it right though we made a mistake with any a1 enterprise we're gonna make it right within the entire enterprise executing at the gold standard so I'm gonna share a story with you what's the gold standard so that that's a culture that we're trying to drive toward and when we came up with gold standard again I was asked the question what's that mean to you I'll tell you a gold standard is personal to me and so I have an image I have a story on what gold standard is and so I talked to general Kelly about what gold standard means to me and if you could just bear with me for a second I'll give you my example of the gold standard and then think about this is how we want people to think when you interact with us so my gold standard American Airlines I don't care what you say what you think that is my gold standard airline I fly other airlines but American Airlines my gold standard and this is why so my parents were in New Orleans during Katrina so August 2006 had talked to my mom and she said hey me and your dad are gonna just you know wait it out just like we always do in New Orleans your dad's gonna go to work and I'm gonna go to your grandma's house and we'll just set through the hurricane hurricane passes everything's fine I'm stationed at Wheeler army airfield in Hawaii and I got a brother who was stationed at Fort Hood Texas storm goes through everything's good talk to our parents everybody's fine the levees break when the levees break we're unable to talk to our parents so about a day into it my brother ends up contacting my mom my mom is fine she had gotten evacuated with my grandma and one of my aunts so they're in Texas my dad my dad had worked for the sheriff's department and I saw my dad on CNN transport and prisoners I'm like well heck we hadn't talked to dad but dad's fine because I saw him transport and prisoners and I saw him on CNN for two days in a row transport and prisoners so I knew my dad was okay four days past we still can't contact my dad so I call the sheriff's department where they had all evacuated to and I talked to a man I said hey try and look for my dad James Lindsay this is what he looks like this is the last time I saw him he says oh he says your dad went back to New Orleans like why did my dad go back to New Orleans he went back to New Orleans to get your mom because he said your mom was at your grandma's house and I'm like oh crap you know New Orleans is like six foot under water I don't know what he's doing so they had dropped my dad off on a bridge in New Orleans and what my dad thought is I'm gonna come off the bridge I'm gonna walk to my mother-in-law's house I'll get my wife and everything's gonna be fine what he didn't account for is my grandma lived about two miles away and the water was over six foot high so he went back and forth from the top of the bridge into the water he go back to the top says okay I gotta wait until the water goes down and I'll be okay in New Orleans you know they're generally 24 hours the water is gone and you're good to go so my dad goes from the top of this bridge to the bottom for four days in a row remember August in New Orleans he finally goes back up to the top of the bridge there's a bread truck that was stalled out he sets in the will well of this bread truck and he says I guess I'm supposed to die like this and he was done no food no water for the four days that he was on the bridge he passes out when he passes out a Coast Guard helicopter spots him in uniform hovers overhead ends up landing on a bridge grabs my dad bunch of IVs and stuff and they evacuate him they evacuate him to another part of Texas he ends up calling me while I'm in Hawaii said hey you know got evacuated here's all kind of what happened to me and I said yeah I saw you want to see an end what you know what was going on yeah I was going to get your mom all those kinds of things he said where's your mom at I said she's in Texas with Brian so Brian's my brother she's in Texas with Brian he says okay he says I'm gonna catch a bus from Louisiana to Texas and I said dad you're not catching a dog on bus from Louisiana to Texas I'm gonna fly you from Louisiana to Texas and he says you probably can't he says I don't have any identification I lost my gun lost my wallet my uniforms kind of ate up from the water I don't look like me anymore so I probably can't fly and I said you let me take care of that and I said I'll call you back at this time he's in a shelter call American Airlines and I give the entire story about my dad I said here's what's going on Katrina survivor separated from my mom this is what I'm trying to do I need to get him a ticket from Louisiana to Texas and so the lady and I talked back and forth then she asked me what dad looks like so I describe him and she says you know I think we can square your dad away so just think about this I'm at wheel arm airfield in Hawaii and I'm thinking you better not mess this one up you better not mess this one up so pay for the tickets she says tell your dad to come to the airport and we'll take care of him so I get off the phone with her and I call my dad I said hey dad go to the airport tomorrow at 8 in the morning and they said they're gonna take care of you and he says how I don't have anything I said they said they're gonna take care of your dad that's all I have they said they take care of you he's like okay so we get off the phone next morning my dad goes to the airport and sure enough American Airlines take care of him what my dad tells me by the time he links up my mom he says you know when I got to the airport he says right when I said my name they pulled me to the back they fed me they clothed me they put me in first-class seating and then they licked me with your mom wow my dad is a man who is not emotional it broke him down so when I think a gold standard that's the image I see that's what I think about that's what I feel that's not just words that are on a slide that says hey we operate the gold standard our goal is to operate the gold standard the gold standard is something you feel and what I'll tell you is every one of you have a similar type story or you have a similar type airman that needs to be taken care of at the gold standard level that's what we're striving toward that's what we're striving toward we provide world-class combat support and customer service I'll tell you we're still we're rolling in that direction we're not there yet that's what we're rolling toward to do that we have to be disciplined and we have to pay attention to detail if you got one of those zero dot zero zero checks you understand about paying attention to detail we got to do a better job of taking or paying attention to the details chiefs if you're not having fun something's wrong with you don't take yourself too serious anyone who really knows Kenny Lindsay they will tell you in that guy's head there's a party going on every single day because that is me that's you I am that keeps me balanced if you're not having fun I said a party if you're not having fun something's wrong chiefs if you're not having fun something's wrong and then winning teams they always have fun you never play for second place you never play for second place all right this is going to be a slide of our afpc directorate superintendents for you I want this to be your entry point into afpc so I don't want you to call your buddy that you know with an afpc I don't want you to call an airman that you want supervised I want you to go directly to our superintendents and that way you can cut through the middle of all the red tape and stuff and you can make things happen a lot quicker if you go direct to the superintendents don't worry about taking pictures you guys are gonna get this slide deck we have six direct six directors within afpc I'm gonna show you just four because four are the ones that you all will normally interact with on a weekly monthly whatever basis so our airman and family care directorate DPS what we call it senior master on Eleanor Colmer she's a superintendent for that directorate all things airman and family all things so your wounded warriors all those different things that deal with family care our DPF takes care of it those are some of the things that they do within that directorate DP1 DP1 is our our total for service center that's who our airman that's who you all call more times and not that's that infamous 0102 number and who knows what happens what you guys call that number DP1 so Clint Wilkerson chief Wilkerson he is the superintendent of DP1 right now an airman will tell you that's their entry point into afpc when something goes in a DP1 and how our directorates are set up DP1 is our first tier within afpc that does things airman type things retirements all those different things goes to DP1 first if our technicians in DP1 have an issue or they can't resolve your problem it goes to our DP2 and then if it's deception policy it'll go to DP3 this is what I want you to know about DP1 and if you call as a chief if you get a hold of one of our airman and you're trying to make something make sense or you're saying hey I need you to think about this I need you to use your head this doesn't make sense to me airman this is what I want you to understand they're working off of scripted information so you might say hey I got what you just said but this is what I'm trying to do you're gonna get a scripted answer back to you and then once they reach their capacity they're gonna move it to the next directorate so know when you call on afpc if you call into our tfsc understand what you're getting right when you call that organization I'd much rather you call the directorate superintendents because you'll get things resolved a lot quicker another reason I don't want you to go to your buddy in afpc because if you have a problem and if you get hooked up because somebody to carry you it never gets to the level of leadership to fix it in order for us to fix it we have to see it that's why I want you to go through the directorate superintendents make sense alright dp2 dp2 Rebecca Baxter come up right there Rebecca dp2 all things operations that's our biggest directorate and they do a lot of lifting with an afpc so that's our junior a lot of our senior CEOs are in dp2 they are our subject matter experts normally when you all are doing something with an afpc it's sitting at dp2 alright what you need to know about chief baxter very responsive but also she is the chief that will give you options if you want to do something particular she'll help you out and she may not give you the answer that you want but she will provide options on he these are the things that we can do in that particular situation dp3 chad prior chad prior all things policy exceptions the policy you want to do something that's a little not standard you're going to go through chad prior y'all still taking pictures board chief don't listen y'all don't care alright chief rose with afpc what i mean by that is before you contact afpc there are some things you need to do as a chief before you reach out and try to get things done and also some things i want you to think about so first transparent feedback transparent feedback coordinate communicate with your mfms your cfms and also your command chiefs it's hard for me to execute when i have squadron superintendent who comes directly to me and asked me a question or hey kenny can you guys do x and it doesn't seem like it's been vetted properly and then i reach back out to the command chief and the command chief says i have no idea what you're talking about that's a file that's a file so make sure you do your part as far as coordination when you're trying to square where airman because what i do is always reach back to make sure everyone has seen this okay when you work with a technician in afpc please please please courtesy copy a superintendent you don't have to courtesy copy the right superintendent courtesy copy one of my superintendents and they'll make sure that the right superintendent gets the information that so we can flight follow so we can make sure that we are being responsive in answering your needs exceptions of policy i need honesty from you and i need transparency so what we often do because the way afis are set up and we do an exception to policy we try to write it catered to the afi if the afi says you must have xyz we try to write to xyz i'm gonna ask you not to do that what i want you to do is be completely honest and transparent this is what i'm trying to do this is the outcome i think it's humanitarian but i am not sure help me be honest with us be transparent with us and i guarantee you we're not going to force you into an afi hey it says you can't do it so you can't so a lot of times i'll get feedback from cheese from my madcom folks out here and i'll say kenny afpc said no and i'll say okay that doesn't make sense to me who said no and i'll say afpc i'm like godly tell me who so when someone tells you no in afpc get a name and then document it because when i when i get afpc said no and it doesn't make sense to me i need to know what director that came out of and i want to make sure that the superintendent was aware of that no so along the lines of justification you'll get a response back or never gets a response back and we'll say justification not strong enough need you to resubmit i don't even know who to heck the justification person is an afpc to say yeah it's justified so what i'll tell you is when you get a justification not strong enough technician director it document it and then make sure when you filter that through your chain that i get that information more times than not the justification is strong enough it depends on who's interpreting the justification so i want our superintendents i want me or i want my boss to say that justification is not strong enough i don't want a tech sergeant telling you justification is not strong enough and then we just stamp it all the way up the chain static close out dates kenny this don't make sense i'm a chief i know this stuff this is why this is so important we've done a poor job of turning in eprs in time so some of that's on the a1 enterprise but some of that's on us as chiefs as far as looking back at our airmen and make sure they're squirt away the impact of that if we don't have reports in on time and we hit file freeze that airmen automatically goes into a supplemental process the problem with that is the airmen knows i signed my report two months ago results came out i don't have a score sheet what's going on and because we bounced it back and forth we say well you didn't make it in time you're going to the supplemental process and that's not going to come out for another four months we can't do that we can't do that let's make sure that once we stamp an epr we watch it go through that we see it to to to the end and that's through your nps or whomever make sure airmen's reports are to us before file freeze because we are doing a disservice some of our airmen and they have no idea what's going on all right assignment stuff so i'm going to talk just a little bit actually in the later slide talent management time and things that you can do as a chief i'm going to talk about it right now talent management things you can do as a chief alphsock did it and we were doing it in afpc you know you get that airmen who's in a certain job and you want to move them somewhere because they got a particular skill set and you say man this is the right emmer for that job and this is the wide behind it we have the ability in afpc to move airmen based on talent management what you can't do is move airmen based on man they really want to go there and their kids you know they love that that district and that school and let's move them because of that operationally mission wise why are we moving airmen and if you have a story why that airmen skill set is so important they got to move to base x tell us that story and we can make those movements happen like i said afsock did it had a senior master sergeant in afpc who had hit the retirement button had a particular skill set afsock said hey we need that senior master sergeant to come to afsock to stand up x based on his skill set and no one else in that career field has that particular skill set the senior master sergeant was willing to pull his retirement papers to move to herbert field sure enough we made the move happen dpcs to herbert field he's a chief now he's even in here we're yet ha ha look at her not even lying congratulations i should get you up here and tell your own story anyhow we moved chief d because of his particular skill set and got him into afsock made cheap but he's doing great things in afsock based on that particular skill set that he had so we can move airman based on talent we can't move airman based on my heart says we should move him okay afpc we're doing something similar with our chiefs we have chiefs there who are on sips and what we're picking up on is some of our chiefs even though they're in a sip position they probably don't have the right set of skills to work that particular sip so in house we're actually just moving folks working with the chiefs group and said we're going to move this airman this chief from this position to this position because they're better suited for this particular job exercise that as much as you can but make sure you're doing it for the right reasons dsd nominate the right airman nominate the right airman and i'll tell you i don't care what pressures you're getting as far as you got a airman who is qualified if they're not the right airman don't nominate them if they're not the right airman don't nominate them a situation i was in a couple years ago where we nominated someone for recruiter duty they're going through the speed cap process and the command chief reaches out to me and says hey kenny can we pull that person from the speed cap process and i said why he says though they don't want to be a recruiter i said you freaking signed a dank paper what are you talking about well we want to be an ls instructor so in that situation i wasn't willing to pull that person out the speed cap process because the command chief and all the chiefs from group on down said that was the right airman to be a recruiter once they went through the speed cap process my hands were off of them so make sure when you nominate you're nominating the right people join spouse intent codes make sure that when your airmen are are meal to meal that their intent codes are the same you'd be completely amazed at how many airmen we have that are married who have i don't want to be with my spouse on their intent codes the problem with that is once we put someone on assignment and if it's joint spouse if we go and look at the intent codes and they say they don't want to be together it's hard to put them back together so make sure your airmen make sure you have the right intent codes unless you don't want to be with your significant other all right talent marketplace really quick what talent marketplace is that's the new officer assignment system the reason i want to share with you is because our special warfare airmen are doing a test where they're going to put enlisted folks into talent marketplace and we're going to see if we can utilize it for our listed airmen down the road i guarantee you we're going to be in this model for assignments but it's probably probably looking at 2021 before you actually see it where it's evolving and things like that a really good assignment system it is not you know 100 right yet and we know that but it's pretty good so what does or what talent marketplace does of course it meets warfighting requirements increases visibility of potential jobs to officers to commanders hiring authorities and then it incorporates the gaining commanders input to the equation as well what it does not do solve our officer shortages meet preferences that we can't meet and it's not 100 right yet because we're still trying to you know evolve that actual system and make it right the way we want it and then you still have to have an element of art when you're doing assignments that's always going to take place in any assignment system that we come up with this is what the dashboard looks like so in short what an officer will get i'm on a vml so that vulnerable move listen i know i got to go someplace and let's just say i want to go to georgia my fsc i know it's in georgia that's where i want to go i pull up a map and i can click georgia and i can put my rank in put my fsc in and it'll give me all the jobs that are available in georgia that fit my a fsc and then if i see a job that i really want i can bid on that job and so i can say that's the job i want to go to i can look at the commander's comments to see what they're looking for skill set wise and all that kind of stuff and then there's a couple other questions that i'd have to answer so a commander who's hiring can look at it and say hey kenny lindsay applied for this job this is what he's looking for this is his background this is his skill set this is what he brings to the organization and then that commander can bid on me if they want the other thing about talent marketplace is if i wanted to go to georgia and i hit the button and said yep that's where i want to go i can see how many people have applied for that job as well so that if there's one position and 20 people have applied for and i applied for it and my shots are pretty slim for getting that job so i might want to go to my second you know choice of location and stuff to find a different job but there's a lot of transparency in talent marketplace and it's very user friendly execution i'll go right to a future so future right now 19 we just now added all officer afscs into talent marketplace we initially started with aviators now we have all of our officers in it and like i said before we got our special warfare airman who are doing a test within talent marketplace right now to kind of see how it's going to work out for enlisted we're considering putting 365 day deployments in a talent marketplace as well as our dsd stuff in there as well we just got to see how it works once we start messing with the enlisted side of talent marketplace and then you can see the feedback results that we're getting from the officer community bam how about that so i'm done with my slides i'm almost right on time any questions no questions yes we're considering doing it yep no it's still going to be vetted but we can see whatever want to go to a certain job we're still going to vet it but if and it did right now we want to see who actually wants to be in dsd once you see it that becomes now let's do a checks and balances process that goes back to that supervisory chain to see yep airman fits the bill as opposed to i want to go to san antonio so i'm going to apply for this job because i know it's in san antonio so we're still going to vet and we don't have we don't even have the rule set for dsd yet we just based on the the population size we know that it's feasible to go into talent marketplace that the how and the checks and balances we don't know yet okay anybody else cool hey i'm going to give you all since your chiefs one little it's not tidbit information but it's something i want you to think about so back in high school i was like a world-class athlete and track and field love track and field but when i look at chiefs in the air force what i think about is a relay team so i did the four by four hundred oh heathers you got a question what you got heather i don't want to interrupt your story go ahead so i was on the four by four hundred meter relay team and when you think about a team when you look at rank in the air force when i think of that four hundred meter relay team i see the our airman as those those just brand new one and two stripers they're the first leg on a relay team anyone who runs track you know first leg you're not don't know a whole lot about this track meter i don't know a lot about this relay team but i can run like hell that's what i know that's our airman they can run like hell you wind them up and you let them go little direction they just move first leg you're trying to get a lead in track and field if you're running on a relay team second leg second leg's a little bit more mature and yeah i kind of i've done this before i'm i'm seasoned i'm not the best on the team but i'm pretty good and i understand my role my job is to try to extend the lead or get the lead if my first leg didn't get me the lead that's what our second leg does so when i see the second leg i believe that's our senior airman staff sergeant second leg on a relay team third leg third leg your person that's pretty dang seasoned and they can kind of look at the attitude of the team and say you know i i need to do x to make sure when i give that fourth leg the stick that they're going to win because i gave them a lead or i put them in position to win when i look at third leg that's where i see our senior tech sardons master sardons and our senior master sardons that's that third leg when i look at chiefs when i look at chiefs you're the fourth leg of a relay team that's the anchor leg what's the expectation of the anchor leg to win to win so when i think about high school i told you i ran track i did our anchor leg was a olympian in four by four hundred meter relay and also he played in nfl for 13 years he was our anchor leg on my track team he was the guy that we said when we give him that dang baton if he is within five steps of anybody we won worry know it if we give him that baton and he is one step ahead we're probably going to get some kind of school record if we give him the baton and he's one step behind we're golden it did not matter everyone else's task was to make sure when we gave that stick to our anchor leg that he could win chiefs that's us we're the anchor leg and what i mean by that is look how our airmen view us what do they think when they come to the chief what do they think when they come to the chief what i'll tell you is you don't even know everything you're not going to know everything you've got to rely on each other you got a network while you're here to make sure that when you get that baton i got you i got you we're going to win and all of our airmen put us in position to win we work just like our anchor leg they work for the team they work for the team to achieve a common goal that's who you are that's what we do make sense all right heather what you got good morning chief morning chief heather moody i am uh afspace a one and as a personelist in the community right in the community of everything you're talking about right i'll be honest i have a lot of frustration but with that said i'd like to give a testimony and i'd like to ask my fellow chiefs for their help on something the testimony is what you're talking about folks those aren't words i can tell you just like every single one of you in this room i've had that airmen we've had that airman that the policy doesn't fit the response doesn't make sense and i'm confident it's not how our enterprise wins i'm confident it's not how our enterprise retains airmen and takes care of airmen so from the testimony perspective i just want to say thank you you're a man of your word um i can tell you i've called and i have sent this man emails and everything that he just presented is a hundred percent factual so thank you for what you're doing thanks thank you thanks to hey thank you all i am i'm done i will be down here if you got any questions about a p c or things that you're working right now that you need help on i'll be standing here taking notes but i want to make sure that we take care of your and your airmen needs once again chiefs congratulations thank you