Section 9B - The Enlisted Force Structure

Question 0

What provides consistent, well defined expectations, standards and opportunities for growth for all Airmen in every specialty in command?

Answer 0

The enlisted force structure.

Question 1

Why does the enlisted force need a common approach to career progression, professional development, and acquiring increased supervisory and leadership responsibilities?

Answer 1

Because it is a diverse corps of functionally and operationally specialized Airmen.

Question 2

What does the enlisted force structure reflect?

Answer 2

The Air Force core values (Integrity First, Service Before Self and Excellence in All We Do), which are the foundation of all Air Force policies, guidance and overall focus.

Question 4

Why does the enlisted force need a common approach to career progression, professional development, and acquiring increased supervisory and leadership responsibilities?

Answer 4

Because it is a diverse corps of functionally and operationally specialized Airmen.

Question 5

What provides consistent, well-defined expectations, standards and opportunities for growth for all Airmen in every speciality and command?

Answer 5

The enlisted force structure.

Question 6

What does the enlisted force structure reflect?

Answer 6

The Air Force core values (Integrity First, Service Before Self and Excellence in All We Do), which are the foundation of all Air Force policies, guidance and overall focus.

Question 7

The enlisted force structure provides what three things?

Answer 7

1) a structure that best meets mission requirements; 2) a common stable career structure for all enlisted personnel; and 3) an opportunity for professional growth for all Airmen.

Question 8

What five things does the enlisted force structure define?

Answer 8

1) Its three tiers; 2) the three levels of enlisted leadership and development; 3) the roles, responsibilities, expectations and official terms of address of each enlisted rank; 4) special SNCO positions; and 5) official duty titles for the enlisted force structure.

Question 9

Each ___ in the enlisted force structure corresponds to higher training levels, education, technical competence, experience, leadership and managerial responsibilities.

Answer 9

Tier.

Question 10

What are the three tiers of the enlisted force structure?

Answer 10

The 1) Junior Enlisted Airmen tier; 2) NCO tier; and 3) SNCO tier.

Question 11

What ranks are included in the Junior Enlisted Airmen tier of the enlisted force structure?

Answer 11

AB, Amn, A1C and SrA.

Question 12

What is the initial focus of those in the Junior Enlisted Airmen tier of the enlisted force structure?

Answer 12

Adapting to the military professions requirements, achieving technical proficiency and becoming productive service members.

Question 13

Upon achieving what rank do Airmen begin to exercise limited supervision and leadership while preparing for increased responsibilities and expanding their technical skills?

Answer 13

SrA.

Question 14

The ___ tier of the enlisted force structure includes SSgts and TSgts serving as first-line supervisors while becoming expert hands-on technicians.

Answer 14

NCO tier.

Question 15

What are the three major responsibilities of NCOs?

Answer 15

1) Ensuring their team members work together; 2) developing their subordinates into the future’s NCOs; and 3) continuing to develop their own leadership skills.

Question 16

Which tier of the enlisted force structure includes MSgts, SMSgts and CMSgts who are critical to the Air Force’s ability to project air power?

Answer 16

The SNCO tier.

Question 17

What should be the primary focus for those in the SNCO tier of the enlisted force structure?

Answer 17

Accomplishing the mission by skillfully using and developing teams, as well as participating in the decision making process appropriately.

Question 18

The three enlisted leadership and development levels apply to all members of the enlisted force. What are they?

Answer 18

1) Tactical; 2) operational; and 3) strategic.

Question 19

The tactical level of the enlisted leadership and development normally applies to members in what ranks?

Answer 19

AB through TSgt.

Question 20

What is the primary focus of the tactical level of enlisted leadership and development?

Answer 20

Accomplishing all assigned work as efficiently as possible using the personnel and resources available.

Question 21

At what enlisted leadership and developmental level do SNCOs (typically working at the Numbered Air Force (NAF) level and below) transition from expert technicians and first-line supervisors to leaders with broader responsibilities?

Answer 21

The operational level.

Question 22

What do SNCOs at the operational level of the enlisted leadership and development continue to develop?

Answer 22

The expertise, experience, and management and leadership skills to convert direction into mission accomplishment.

Question 23

The majority of the enlisted force spends their entire careers at the ___ and ___ levels of the enlisted leadership and development, where their natural strengths of competencies, experience and day-to-day mission focus are required.

Answer 23

Tactical and operational levels.

Question 24

CMSgts (and few other SNCOs assigned to higher HQ) serve in what positions that constitute the strategic level of enlisted leadership and development?

Answer 24

Key leadership positions at the DoD, Headquarters Air Force (HAF), MAJCOMs, Direct Reporting Units (DRU) and select agencies and HQ.

Question 25

What abilities do SNCOs serving at the strategic level of enlisted leadership and development continue to develop?

Answer 25

Their knowledge of Air Force institutional management processes and challenges, ability to advise senior leaders, participation in top-level decision making processes, drafting policies, managing career fields and leading far-reaching programs.

Question 26

What is the primary focus of the strategic level of enlisted leadership and development?

Answer 26

Strategic leadership and management of the force that satisfies current and future requirements.

Question 27

Name four general junior enlisted Airmen responsibilities.

Answer 27

1) accepting and executing all duties, instructions, responsibilities and lawful orders in a timely, efficient manner; 2) being effective followers; 3) placing official duty requirements and responsibilities above their personal desires; and 4) issuing lawful orders if placed in charge of a work activity or other Airmen.

Question 28

To attain and maintain the highest level of personal readiness and meet Air and Space Expeditionary Force (AEF) mission requirements, Airmen must be ready to accomplish the mission in what five ways?

Answer 28

1) Technically; 2) physically; 3) mentally; 4) spiritually; and 5) by meeting all redeployment requirements if postured to deploy.

Question 29

How can junior enlisted Airmen be technically ready to accomplish the mission?

Answer 29

Have a skill level commensurate with their rank and maintain a high degree of proficiency in their specialty.

Question 30

How can junior enlisted Airmen be physically ready to accomplish the mission?

Answer 30

Maintain good physical condition, meet Air Force fitness standards and participate in the Air Force Fitness Program.

Question 31

How can junior enlisted Airmen be mentally ready to accomplish the mission?

Answer 31

Deal with issues that detract from mission focus, diminish motivation, erode positive attitudes and reduce the quality of their work. (Seek help if necessary.)

Question 32

What kinds of issues can detract from mental readiness?

Answer 32

Quality of life, financial problems, sexual harassment, discrimination, stress, marital problems and substance abuse.

Question 33

If a junior enlisted Airmen is having difficulty dealing with an issue that detracts from mental readiness, he or she can seek assistance from whom?

Answer 33

His or her supervisory chain, first sergeant, commander, chaplain or an appropriate referral agency. (Airmen are expected to take positive steps to resolve these issues responsibly.)

Question 34

What ist he Air Force’s policy regarding discrimination and sexual harassment?

Answer 34

“Zero tolerance.”

Question 35

To whom should junior enlisted Airmen immediately report anyone who may be exhibiting suicidal behavior?

Answer 35

Their supervisory chain, first sergeant or commander. (Fellow Airmen are extremely important in suicide prevention.)

Question 36

How can junior enlisted Airmen be spiritually ready to accomplish the mission?

Answer 36

Develop the personal qualities needed to get through times of stress, hardship and tragedy.

Question 37

Spiritual readiness always includes religious activities. (T/F)

Answer 37

Fales. (It may or may not include religious captivities.)

Question 38

Junior enlisted Airmen should correct personnel who violate what military standards?

Answer 38

Professional behavior, military bearing, respect for authority and dress and appearance.

Question 39

___ are primarily learners operating at the tactical level of enlisted leadership and development. They can perform basic tasks under close supervision at their first duty station.

Answer 39

ABs

Question 40

Amn, operating at the ___ level of enlisted leadership and development, should understand and conform to military standards, customs and courtesies.

Answer 40

Tactical.

Question 41

Although Amn remain focused on learning and require significant supervision and support, what should they begin to show?

Answer 41

Basic task proficiency.

Question 42

What is required of an A1C?

Answer 42

He or she must master many skills while becoming an effective team member. (A1Cs must fully comply with Air Force standards.)

Question 43

A1Cs operate at the tactical level of enlisted leadership and development and no longer require supervision to progress. (T/F)

Answer 43

False. (They required continued supervision.)

Question 44

SrA establish themselves as effective first-line supervisors with whose guidance and assistance?

Answer 44

The NCOs above them.

Question 45

When may SrA become reporting officials?

Answer 45

After completing ALS.

Question 46

How are SrA commonly used?

Answer 46

As skilled technicians and trainers operating at the tactical level.

Question 47

Name several general NCO responsibilities.

Answer 47

Any one of the following: 1) accept and execute all duties, instructions, responsibilities and lawful orders in a timely, efficient manner; 2) be effective leaders and followers; 3) maintain the highest level or readiness technically, physically, mentally and spiritually; 4) prepare themselves and their subordinates to meet all redeployment requirements; 5) accept the responsibility and accountability that comes with leadership; 6) support and explain leaders’ decisions; 7) stay involved with their personnel on a daily basis; 8) epitomize excellence and lead by example; 9) provide career counseling to subordinates; 10) promote a culture of flexible Airmen able to master many tasks; 11) secure and promote PME and professional enhancement for themselves and their subordinates; and 12) promote organizational esprit de corps and foster good community relations.

Question 48

What is an NCO’s primary purpose?

Answer 48

To be a skilled technician in his or her assigned specialty and build, prepare and lead teams to accomplish the mission.

Question 49

How should NCOs monitor and address their subordinates’ mental readiness?

Answer 49

By 1) helping them identify and resolve their personal, financial, marital, alcohol and stress related problems; 2) actively supporting the “zero-tolerance” policy for discrimination and sexual harassment; 3) watching for signs of suicidal behavior; 4) familiarizing themselves with the off-duty opportunities and living conditions of their subordinates; and 5) recognizing and rewarding individuals whose military conduct and duty performance exceed standards and holding subordinates who do not meet them accountable.

Question 50

___ are often in the best position to detect early indications of personal, financial, marital, alcohol and stress related problems in their subordinates and are key to identifying, addressing and resolving them.

Answer 50

Supervisors. (They must stay involved and be supportive as their subordinates struggle to resolve these problems.)

Question 51

What should an NCO do if he or she notices a person is exhibiting possible suicidal behavior?

Answer 51

Ask the person directly if he or she is thinking of hurting him or herself, then immediately seek assistance from the first sergeant, commander, security forces, chaplain, life skills support center or medical personnel. Remain with the individual until relieved by the proper authority.

Question 52

How should NCOs help their subordinates become spiritually ready to accomplish the mission?

Answer 52

Provide assistance to subordinates who struggle with their spiritual readiness through the chaplain, life skills support center or other support agencies.

Question 53

In addition to meeting redeployment requirements when postured to deploy, what must NCOs do to ensure deployment readiness?

Answer 53

They must educate and assist subordinates with deployment preparation and correct and counsel those who do not meet deployment readiness standards.

Question 54

Responsibility and accountability increase commensurate with ___.

Answer 54

Grade.

Question 55

Within the enlisted grades, how do NCOs take rank and precedence over all junior enlisted Airmen and other NCOs?

Answer 55

According to rank.

Question 56

Within the same grade, how is rank and precedence determined?

Answer 56

By 1) Date of Rank (DOR); 2) Total Active Federal Military Service Date (TAFMSD); 3) pay date; and 4) Date of Birth (DOB).

Question 57

One way that NCOs demonstrate responsibility and accountability is b 1) understanding the Air Force core values, the Airmen’s Creed and the Air Force symbol. Name two other ways.

Answer 57

Any two of the following: 2) staying informed on issues affecting the Air Force via social media sites and email without discrediting the Air Force or compromising operation security; 3) monitoring individuals and group dynamics that affect readiness and safety; 4) maintaining “zero tolerance” environment regarding behaviors that prevent Airmen from achieving their full potential.

Question 58

At a minimum, when must an NCO provide career counseling to subordinates?

Answer 58

In conjunction with performance feedback counseling or when a subordinate comes up for a quality review under the Selective Reenlistment Program (SRP).

Question 59

Commanders may place NCOs in charge of more senior NCOs of the same grade. (T/F)

Answer 59

True. (These NCOs are then authorized to issue lawful orders. Failure to obey violates Article 92, UCMJ.)

Question 60

Name two ways NCOs can promote a culture of flexible Airmen.

Answer 60

Consider for themselves and encourage subordinates to 1) retrain into Air Force shortage career fields, when appropriate; and 2) serve in special duties, such as military training instructor, PME instructor, recruiter, etc.

Question 61

SSgts strive to develop greater supervisory and technical competence. Operating at the tactical level of enlisted leadership and development, what do they require?

Answer 61

Opportunities to demonstrate growth as leaders.

Question 62

___, technical experts in their specialities, develop and supervise their assigned enlisted personnel and operate at the tactical level of enlisted leadership and development.

Answer 62

TSgts.

Question 63

What are the general responsibilities of SNCOs?

Answer 63

In addition to meeting NCO responsibilities, they must 1) provide highly effective leadership; 2) translate leader directions for their teams; 3) be active, visible leaders; 4) help leadership make informed decisions; 5) support development of Company Grade Officers (CGO); 6) epitomize excellence, professionalism and competence; 7) ensure efficient and effective use of resources; 8) promote a culture of flexible Airmen who adapt o evolving requirements throughout their careers; 9) continue professional development through a variety of means; and 10) promote organizational esprit de corps and foster good community relations.

Question 64

Why should SNCOs study their leaders’ decisions?

Answer 64

To understand their leaders’ rationale and goals in order to fully leverage their own personal experience and knowledge to more effectively accomplish the mission.

Question 65

How can SNCOs support the development of Company Grade Officers (CGO)?

Answer 65

By sharing knowledge and experience, as appropriate, to meet their organization’s challenges.

Question 66

How do SNCOs ensure the efficient use of resources?

Answer 66

By planning resource utilization, replenishment and budget allocation to ensure personnel have the equipment and resources necessary to effectively accomplish the mission.

Question 67

How can SNCOs continue their professional development?

Answer 67

Through professional reading, voluntary CDC’s, lectures, off-duty education and leadership seminars. (Personal professional growth never ends.)

Question 68

___ transition from technical experts and first -line supervisors to leaders and managers normally working at the operational level of enlisted leadership and development.

Answer 68

MSgts.

Question 69

Members in which rank, normally at the oration level of enlisted leadership and development, are experienced leaders continuing to develop their skills by preparing for expanded responsibilities and higher leadership positions?

Answer 69

SMSgts.

Question 70

What are the distinctive roles CMSgts may hold, serving at either the operational or strategic levels of enlisted leadership and development?

Answer 70

Commandants, superintendents, program managers, Command Chief Mater Sergeants (CCM), functional managers and career field managers.

Question 71

Only the very best NCOs - those who epitomize the finest qualities of military leadership - are selected as CMSgts. What do they bring to their organizations?

Answer 71

Substantial institutional, operational and functional experience, as well as strong leadership skills.

Question 72

Enlisted duty titles enable rapid identification of a person’s role and level of responsibility. How are they assigned?

Answer 72

Based on the scope of responsibility and duties performed. (A consistent, standard approach is important to ensure the titles are meaningful.)

Question 73

List the either fficial authorized duty titles in the enlisted force (excluding special SNCO duty positions.)

Answer 73

1) Supervisor, 2) NCOIC; 3) Section Chief; 4) Flight Chief; 5) Squadron Superintendent; 6) Superintendent; 7) Manager; and 8) Chief.

Question 74

What are the prerequisites for the title of Supervisor?

Answer 74

Must be at least a SrA, An Airman Leadership School (ALS) graduate and supervise the work of others.

Question 75

What enlisted duty title is used only for someone who is in charge of a work center or element, has subordinate supervisors and whose primary duty is program or functional management, even if he or she does not directly supervise personnel?

Answer 75

NCOIC.

Question 76

What determines the rank of a section chief or flight chief?

Answer 76

The size of the section or flight. (number of enlisted personnel, number of wok center and scope of responsibilities.)

Question 77

What enlisted duty title is given the enlisted leader of a squadron?

Answer 77

Squadron Superintendent. (Usually a CMSgt, buy may occasionally be a SMSgt or MSgt.)

Question 78

What enlisted duty title is given to SNCOs in charge of a group- or wing-level functions, or who oversee functions within the squadron?

Answer 78

Superintendent.

Question 79

Managers and Chiefs are program, project or policy manager at what levels?

Answer 79

Numbered Air Force (NAF), MAJCOM, Direct Reporting Unit (DRU), Field Operating Agency (FOA), Joint Staff or Air Staff levels.

Question 80

Managers and Chiefs may be the enlisted leader of the branch, division or ____.

Answer 80

Directorate. (They may or may not have personnel working for them.)

Question 81

List several special SNCO positions.

Answer 81

First Sergeant group superintendent, enlisted academy commandant, enlisted MAJCOM Functional Manager (MFM), Air Force Career Field Manager (AFCFM), Command Chief Master Sergeant (CCM) and CMASF.

Question 82

What are the duties of the first sergeant, an expeditionary leader working directly for and deriving authority from the commander?

Answer 82

To 1) be the commanders first link to the unit for all matters concerning enlisted members; 2) provide the commander with a mission-ready enlisted force; 3) be a vital link between the commander, unit personnel and supper agencies; 4) ensure the enlisted force understand the commander’s policies, goals and objectives; 5) ensure support agencies are responsive to the needs of the unit personnel and their families; and 6) watch for and resolve issues that would adversely impact Airmen readiness.

Question 83

How is the first sergeant identified on his or her uniform?

Answer 83

With a distinguishing diamond device on the chevron.

Question 84

How long is a tour of duty as a first sergeant?

Answer 84

Three years. (with options to remain up to three more years.)

Question 85

First sergeant duty is considered retraining. (T/F)

Answer 85

False. (SNCOs normally return to their previous career field with the knowledge and experience they gained.)

Question 86

What unique SNCO position is filled by CMSgts who are enlisted leaders at the group level?

Answer 86

Group Superintendent.

Question 87

What are the duties of the group superintendent?

Answer 87

To 1) provide leadership and manage assigned personnel to effectively achieve the organizations mission; 2) manage and direct resource activities; 3) interpret and enforce policies and applicable directives; 4) recommend and initiate actions to improve organizational effectiveness and efficiency; and 5) resolve issues between subordinate squadrons, other groups, wing staff and outside agencies.

Question 88

Enlisted academy commandants are SNCOs. Where do they serve?

Answer 88

Each ALS, NCOA, the Air Force SNCOA and the First Sergeant Academy.

Question 89

What are the duties of enlisted academy commandants?

Answer 89

They 1) implement and enforce policies, procedures and directives; 2) analyze data and provide direction and vision; and 3) coordinate visits from high-ranking leadership.

Question 90

What is the role of the Vice Commandant, Thomas N. Barnes for Enlisted Education (BCEE)?

Answer 90

He or she provides leadership, guidance and direction to PME faculty support staff and strategic planning and policy to BCEE schools.

Question 91

Enlisted MAJCOM Functional Managers (MFM) manage enlisted career fields for MAJCOMs. What are their duties?

Answer 91

They 1) serve as MAJCOM liaisons for their Air Force Career Field Managers (AFCFM); 2) monitor their career field health and manning within their command and elevate concerns to their AFCFM; 3) manage command training; 4) coordinated associated issues with MAJCOM staff and the AFCFM; 5) disseminate policies and program requirements throughout the MAJCOM; 6) ensure proper command prioritization of personnel resources; and 7) provide expertise to Air Education and Training Command (AETC) to develop new training programs or improve existing ones.

Question 92

Where do enlisted Air Force Career Field Managers (AFCFM) usually serve?

Answer 92

On the Air Staff.

Question 93

What are the responsibilities of the Air Force Career Field Manager (AFCFM)?

Answer 93

To 1) organize and manage one or more enlisted career fields; 2) establish career field entry requirements; 3) manage trained personnel requirements and manning; 4) develop and manage career-long training plan requirements and programs; 5) construct viable career paths; 6) evaluate training effectiveness; 7) monitor career field health and manning; 8) provide input on personnel policies and programs; 9) develop force management policies and programs; 10) develop contingency planning policies; 11) validate deployment requirements and workforce availability; 12) ensure their career fields are responsive to current and future Air force needs; and 13) communicate directly with other Air Staff offices, MAJCOM, enlisted career field representatives and Air Education and Training Command (AETC) training managers.

Question 94

Command Chief Master Sergeants (CCM) serve at what organizational level(s)?

Answer 94

MAJCOM, wing and other authorized organizational levels.

Question 95

What are duties of a Command Chief Master Sergeant (CCM)?

Answer 95

To 1) lead the enlisted force; 2) advise commanders on matters impacting the enlisted force; 3) monitor compliance with Air Force standards; 4) serve on advisory councils; 5) have a close relationship with the community; 6) maintain a liaison between their commander, the enlisted force and staff members; 7) communicate with commanders regarding problems, concerns, morale and enlisted force attitudes; 8) ensure the enlisted force knows and understand the commander’s policies; and ) serve as functional manager for assigned first sergeants.

Question 96

Command Chief Master Sergeants (CCM) do not wear a distinctive chevron (T/F)

Answer 96

False.

Question 97

In 1964, Air Force leadership rejected the idea of creating a(n) ____ position, fearing it would undermine the formal chain of command.

Answer 97

CMSAF.

Question 98

Why did the Air Force create the CMSAF position in 1966?

Answer 98

It realized the tremendous support behind the failed congressional bill mandating that each service appoint an SNCO as a Senior Enlisted Advisor (SEA).

Question 99

Describe the unique insignia of the CMSAF.

Answer 99

It has a wreath around the star and an eagle and two stars in the chevron.

Question 100

Who became the first CMSAF, the senior-ranking enlisted member of the Air Force, in April 1967?

Answer 100

Chief Paul W. Airey.

Question 101

Which CMSAF helped create the WAPS, served as an aerial gunner on B-24 bombers in Europe during WWII, was held prisoner by the Germans for almost a year and was awarded the Legion of Merit during the Korean Conflict?

Answer 101

Paul W. Airey. (April 1967-July 1969).

Question 102

_____ served as CMSAF from August 1969-September 1971. He worked to help support his mother and pay tuition prior to being drafted into the Army Air Corps, serving as an armament and gunnery instructor and in the personnel career field. As CMSAF, he focused on resolving racial tensions, assignment concerns and promotion problems?

Answer 102

Donald L. Harlow. (He was known for his no-nonsense approach and ability to listen)

Question 103

The third CMSAF grew up on an Iowa farm during the Great Depression and Dust Bowl years. After he was drafted into the Army in 1945, he served in France at the end of WWII. Known as “the GI’s man in Washington,” he focused on increasing opportunities for NCO professional development as CMSAF. Who was he?

Answer 103

Richard D. Kisling. (October 1971-September 1973)

Question 104

Which CMASF, whose tenure was extended for two years, was the first African-American to serve in the highest enlisted post of any military service, worked to ensure equality among the ranks and races, and broke down barriers for women in the Air Force.

Answer 104

Thomas N. Barnes. (October 1973-July 1977)

Question 105

The fifth CMSAF, ___, enlisted to travel and learn a skill. He educated the force on the hazards of substance abuse (SA) and addressed low morale, weak military public image, quality of life and prejudices against minorities and women.

Answer 105

Robert D. Gaylor. (August 1977 - July 1979)

Question 106

Although he had considered a vocation in the priesthood, this CMSAF held many positions in PME, military training and personnel. He was selected as one of 12 Outstanding Airmen of the Year in 1974 and worked to improve recruiting and retention rates, as well as the entire PME system as CMSAF. Who was he?

Answer 106

James M. McCoy. (August 1979 - July 1981)

Question 107

Which CMSAF served nearly 14 years in the military police force after enlisting out of patriotism and a desire to expand, traveled extensively as CMSAF to know the issues firsthand, and focused on cultural change within the Air Force?

Answer 107

Arthur L. “Bud” Andrews. (August 1981 - July 1983)

Question 108

____ entered the Air Force as a ground weather equipment operator, became the youngest 7-level in his career field and was a member of the first SNCOA class. He obtained approval for the John Levitow Award for each level of PMA and established the First Sergeant of the Year Program Air Force-wide.

Answer 108

Sam E. Parish. (August 1983 - June 1986)

Question 109

Disqualified from flight school because of high frequency hearing loss, this CMSAF set his sights on becoming CMSAF while serving in Vietnam. He was the sole enlisted member on the President’s Commission on Military Compensation, created the EPR and performance feedback systems, and believed that giving more responsibility to Airmen would attract and retain higher quality people. Who was he?

Answer 109

James C. Binnicker. (July 1986 - July 1990)

Question 110

After playing in minor league baseball, this CMSAF served as an aircraft mechanic and military training instructor, taking part in the first Ability to Survive and Operate (ATSO) exercise in a chemical environment. He worked to avoid involuntary separations during the Air Force downsizing and created enlisted career paths similar to the officer career model. Who was he?

Answer 110

Gary R. Pfingston. (August 1990 - October 1994)

Question 111

Once his supervisor at his first base turned his attitude around, ___ sought challenges throughout his career. As CMSAF, he successfully fought a proposed reduction in retirement pay, gave each Airman an individual room in the dormitory, and advised Airmen to be honest and keep their promises.

Answer 111

David J. Campanale. (October 1994- November 1996)

Question 112

Which CMSAF served as the US Air Forces in Europe (USAFE) Senior Enlisted Advisor (SEA) during Operation Joint Endeavor in Bosnia, crafter the NCO Professional Development Seminar and Warrior Week in basic training, and focused n culture change as the Air Force became an expeditionary force?

Answer 112

Eric W. Benken. (November 1996 - August 1999)

Question 113

Which CMSAF began his career in the “bomb dumps” as a missile maintenance crew chief, restructured the PME program, implemented the procedures to create the ALS and allowed MSgts to attend SNCOA? He also streamlined the Command Chief Master Sergeant (CCM) selection process, giving commanders more flexibility, and ensured the development of future-focused leaders.

Answer 113

Frederick J. “Jim” Finch (August 1999 - June 2002)

Question 114

Often recognized for performance and leadership, this CMSAF was promoted to SrA below the Zone (BTZ). He refocused Basic Military Training (BMT) and PME toward expeditionary combat principles, developed a new physical fitness program, and balanced the enlisted force structure. Who was he?

Answer 114

Gerald R. Murray. (July 2002 - June 2006)

Question 115

Trained as a medical technician and aircraft maintenance specialist, ___ served as the PACAF Command Chief Master Sergeant (CCM) before becoming the CMSAF in June 2006. He helped make the first major changes to feedback and performance report forms since 1990, encouraged Airmen to earn their CCAF degree earlier in their career, created the Enlisted Heroes Walk, and brought back the enlisted collar brass and Good Conduct Medal.

Answer 115

Rodney J. McKinley (June 2006 - June 2009)

Question 116

The 16th CMSAF, ____, served in civil engineer positions and as a Command Chief Master Sergeant (CCM) at multiple levels, helped build a culture of resiliency within Airmen and their families, focused on developing Airmen through training, education and experience, and improved Distance Learning (DL) opportunities.

Answer 116

James A. Roy (June 2009 - January 2013)

Question 117

Who is the current CMSAF?

Answer 117

James A. Cody (He entered the Air Force as an air traffic controller, served as Command Chief Master Sergeant (CCM) at multiple levels, and most recently served as the CCM for Air Education and Training Command (AETC).)

Question 118

The term “Airmen” refers to members in which Air Force ranks?

Answer 118

All ranks from AB to the four-star general

Question 119

____ is the mindset or attitude about belonging to the Profession of Arms that is reflected in our behavior.

Answer 119

Airmanship. (A mindset predetermines our responses and interpretations of situations.)

Question 120

Name three hallmarks of the airmanship mindset.

Answer 120

1) Beliefs in and commitment to the oath of enlistment; 2) embracement of Air Force core values as your own; and 3) willingness to fulfill all NCO responsibilities.

Question 121

Adhering to and enforcing standards; impeccable wear of the uniform, readiness to perform mission objectives and perpetuating the Air Force culture all give a clear picture of what we expect Airman behavior to look like. (T/F)

Answer 121

True. (Proudly exhibit the highest level of professionalism)

Question 122

The We Are All Recruiters (WEAR) program grants up to ____ days permissive TDY to participate in an approved event that directly helps recruiting efforts.

Answer 122

12 days.

Question 123

We Are All Recruiters (WEAR) events can provide leads for recruiters as Air Force personnel interact with and educate the public about the air Force. (T/F)

Answer 123

True. (WEAR events augment limited recruiting resources and advertising dollars.)

Question 124

What do Air Force members do in Recruiter Assistance Programs (RAP)?

Answer 124

Bring the Air Force story to their hometowns or prior residence by helping local recruiters make contacts and develop leads. (any active duty member may apply.)

Question 125

What may be granted to those desiring to positively impact recruiting by participating in Recruiters Assistance Programs (RAP)?

Answer 125

Up to 12 days of non-chargeable leave, including one weekend.