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USAF SNCOA DLC Vol2
Leadership & Management
| Question | Answer |
|---|---|
| MSgt Crawford will lead a team to Senegal. He has been studying the cultural environment to familiarize himself with the values, beliefs and norms. He is trying to better understand his counterparts to increase working relations while in the area. | MSgt Crawford’s actions BEST illustrate the **Intellectual** dimension of the POA and its impact on mission effectiveness. |
| Notified of her third deployment, MSgt Briggs thinks of her children; she will miss them. Her husband will care for them, but she wonders how much she can continue to deploy. MSgt Briggs is aware of her leadership role and will answer her call to duty. | MSgt Briggs actions BEST illustrate the core value of **Service Before Self** and its impact on mission effectiveness. |
| BEST identifies Professional Methods? - Involve the actual application of professional knowledge and theory - Encompass a combination of emotional, moral, and intellectual qualities - Include both tangible and intangible measurements of performance | Professional Methods involve the actual application of professional knowledge and theory |
| MSgt Smith is completing his CCAF Degree. Uncertain about his future in the AF he decides to make it a priority for the year. He decides to seek out other opportunities to increase his management skills. He wishes he was motived to do so earlier. | MSgt Smith actions BEST illustrate **Self-Development** |
| A1C Rico has really been working hard. He came to work early to complete assignments which helped the unit mission success rate stay above average. To keep him motivated, MSgt Smith submits A1C Rico for Airman of the Quarter. | MSgt Smith’s actions BEST illustrate his understanding of **Direction, Discipline and Recognition (DDR)** and its impact on subordinate effectiveness. |
| SSgt Blount, a trainer, will be separating in 6 mos. MSgt Kersey calls him into his office and informs him that he’ll continue to train the new arrivals until his separation date. SSgt Blount says, “This is unfair and will take up too much of my time.” | Because SSgt Blount **misunderstands Professional Standards**, his actions will MOST likely **hinder** mission effectiveness. |
| MSgt Smith hasnewly assigned members. He notices that some are not conducting checks as required. MSgt Smith can tell they’re not sure as to what they should be doing. He decides to conduct OJT to bring his members up to speed. | Because MSgt Smith **understands DDR**, his actions will MOST likely **enhance** mission effectiveness. |
| SMSgt Downing says, “Since you’re TSgt Carver’s sponsor, don’t forget the number of deployments he’s had lately. This may have caused stress on him and his family if they haven’t been prepared. Keep it in mind as you help him.” | SMSgt Downing’s comments BEST identify the **adaptability** tenet of mental fitness. |
| SMSgt Bloom explains to his team, “We’ve all been under a lot of stress. Since we have some time before our next deployment, we should consider getting involved in activities that help us wind down between these difficult times.” | SMSgt Bloom’s comments BEST identify the **recovery** tenet of physical fitness. |
| SMSgt Casey says, “We’ve been under a lot of stress and I’ve seen bickering during the last few weeks. When you’re stressed, you may tend to see only the negative. We need to do better. Make sure we answer questions with optimistic, helpful feedback.” | SMSgt Casey’s comments BEST identify the **communication** tenet of social fitness. |
| SMSgt Tutor says to his flight, “I learned from the Senior NCO DL course we all have principles that form the framework for our approaches and how we see life in general. They’re a reflection of what’s important to us as individuals." | SMSgt Tutor’s comments BEST identify **spiritual** tenet of spiritual fitness. |
| SMSgt Mullins calls TSgt Lynn into her office and says, “Being able to evaluate a condition, conclude the desired result, and create a route to get there takes work and good resolution. The ability to do so can enhance your mental fitness.” | SMSgt Mullin’s comments BEST identify the **decision making** tenet of mental fitness. |
| TSgt Black asks, “It’s amazing our folks can overcome stress associated with deployments…I’d go crazy if I deployed that much.” SMSgt Lopez replies, “You’d be surprised, when you embrace our core values, they can help you deal with unbearable tension.” | SMSgt Lopez’s comments BEST illustrate his understanding of **spiritual** fitness and its impact on mission effectiveness. |
| SMSgt Gomez explains to his team, “MSgt Leap was put in the superintendent position because he has a good grasp on acute thinking skills, self-awareness, and he’s shown the ability to bounce back from adversity…that’s what we need for this position.” | Because SMSgt Gomez **understands mental** fitness, his actions will MOST likely **enhance** the mission. |
| ____________ are the study of what we understand to be good and right behavior and the study of how we judge those behaviors. | Ethics |
| The Air Force Core Values, Oath of Enlistment, and DOD 5500.7-R assist us in making sound ethical decisions. | True |
| When diagnosing ethical dilemmas, SNCOs should ________________. | Consider the second and third order consequences |
| Which ethical principle serves as a reminder to SNCOs that we must always put truth and honor first, followed by mission accomplishment and our Airmen? | The Three Ps |
| Dr. Toner’s _________________ Test answers the question, “Will the end justify the means?” | Dr. Toner’s **Consequences** Test |
| A checklist calls for removing and replacing a part after 90 days of use. Jameson says, “You did not change that part but you signed the checklist. What if it crashes because of your actions, could you explain it?” Duris apologizes and replaces the part. | Use of at least one of Dr. Toner’s tests |
| Major Erlbaum issues an Article 15 and says, “I’ve had a month and finally reviewed it. Rather than jeopardize our reputation, it's easier to enter Friday’s date." Franklin says, “Sir, instead let’s discuss how to prevent it from happening again.” | MSgt Franklin’s **lack of concern for worry over image** will MOST likely **enhance** her effectiveness. |
| During feedback, CMSgt says, “Your flight tends to have enthusiasm, common purpose, and confidence in this organization.” Gray responds, “The actions, decisions, and behaviors of my flight causes a positive, ethical climate.” Chief replies, “Keep it up.” | MSgt Gray’s **understanding of tipping** will MOST likely **enhance** his effectiveness |
| New unit process. MSgt Merk discussed plans to address the change with her mentor. He said be optimistic about change to her team. The change will be difficult and she decided to find what concerns her team may have about the new process. | MSgt Merk’s actions BEST illustrate the use of **Emotional** Flexibility. |
| MSgt Keele briefed his people about a new EPR process. Most just listened, a few were frustrated and argued it will take more time. He explained, but was countered with why it will fail. Most experienced the EPR process, they presented better idea. | This scenario BEST illustrates **Bargaining** behavior towards the new procedure. |
| Identify the reason why globalization is a pressure for change? | Increased competition for quality workforces; communication problems due to wider differences in workforce skills, attitudes, and needs; challenges in building cohesion and common purpose because of organizational differences. |
| Major resistance to an AFI change, MSgt Nagle decides to brief a few people. The small group tends to adapt to change and can ‘sell’ change to others. Some will be upset they didn’t hear about it early. By targeting first, she can minimize resistance. | MSgt Nagle’s decision to target the **early adopters** will MOST likely **enhance** her change effort. |
| SMSgt Wilson says, “Your people aren’t comfortable with changes yet. Report 07:30 tomorrow to talk, break it up into smaller tasks. That might make things a little easier”. After the morning meeting, The team is more comfortable with change. | SMSgt Wilson’s actions BEST illustrate her understanding of **Janssen’s Model of Change** and its impact on subordinate effectiveness. |
| Chief tasked SMSgt Bernard to implement major changes and doesn't like change. Chief mentored to identify any potential issues and create strategies to address them. Bernard shouldn’t dismiss those resistant…they might see something she doesn’t see. | Chief’s comments BEST explain **adaptability** and its impact on SNCO effectiveness. |
| "Take a few days to think about manpower reductions and all programs impacted by the reduction. I'll gather more information about how it will impact you. We’ll meet again to put together a plan. I’m thinking about how to absorb the cut in our section." | Because MSgt White **understands how to minimize resistance**, his actions will MOST likely **enhance** mission effectiveness. |
| MSgt Webster leads a diverse group and it’s hard for her to keep them focused and on task. She has a team meeting to discuss the ways they are all different, and ask each individual for one strength they possess that can help the team move forward. | This scenario BEST identifies **multidimensional diversity** |
| SMSgt Janson hears a group of airmen feel left out of unit activities due to their ethnicity, and have lost all faith and want to PCS. SMSgt Janson starts monthly PD and lunch event to discuss issues. 6 mos later, they are involved and morale is high. | This scenario BEST illustrates **The Five Part Transformational Process** and its impact on subordinate effectiveness. |
| MSgt Campbell’s duty hours include Saturday and Sunday to ensure all checklist completion. Wednesday, an Airmen asks for Saturday off to attend a religious event. He permits but the Airman will have to report for duty a little earlier the next day. | MSgt Campbell’s actions BEST illustrate **Leveraging Diversity** and its impact on subordinate effectiveness. |
| In response to a diversity-related problem, Airmen participate in focus groups on the importance of collaboration and fairness. An assigned coordinator guides the focus groups. Based on research, focus groups can prevent further diversity-related issues. | This scenario BEST identifies the **Transformation** step of the Five Part Transformation Process and its impact on subordinate effectiveness. |
| MSgt Kirk needs a team to act on a training idea after barrier analysis. He asks for volunteers and gets support from Airmen and leadership. MSgt Kirk thinks, “I can assign tasks to involve everyone and get the ball rolling on my training idea quickly.” | MSgt Kirk’s **effective use of the Five Part Transformation Process** will MOST likely **enhance** his effectiveness. |
| SMSgt Wilson says, “When deploying, there are differences between our culture and others around the world. You’ll get more specific information about the culture and the people you’ll be interacting with the closer you get to your deployment date.” | SMSgt Wilson’s comments BEST identify the **learning approaches** component of the 3C model. |
| TSgt Hester asks, “Why do the women in Iraq dress like that? They all wear black! SMSgt Crews responds, “Their culture doesn’t support a lot of freedom of expression. We shouldn’t judge their culture just because it’s not like ours in the U.S.” | Because SMSgt Crews **understands the Aesthetics and Recreation** domain of culture, his comments will MOST likely **enhance** mission effectiveness. |
| SMSgt Cox explains to his Security Forces team, “Remember, as we go door-to-door, we may encounter many extended family members living in one space because their culture is different than ours. We need to remember this for our safety.” | Because SMSgt Cox **understands collectivism** , his comments will MOST likely **enhance** mission effectiveness. |
| TSgt Johnson states, “It seems like our partners are always late…why?” SMSgt Cruz responds, “Just be glad they show up at all…in this culture, it’s OK to be late, unlike AF. Don't be offended, we can meet our mission requirements despite the differences.” | SMSgt Cruz’s comments BEST illustrate her understanding of **chronemics** and its impact on mission effectiveness. |
| While teaching a 3C lesson, SMSgt Johnson says, “I learned that people in certain cultures pay more attention to the message’s framework and the spoken and nonverbal cues than people from other cultures.” | SMSgt Johnson’s comments BEST identify a/an **high context** style/tendency. |
| TSgt Wells sees two guys ‘using their hands to talk’. TSgt Wells asks, “Why do they do that?” SMSgt Thomas says, “We’re not in the U.S. and using hand is acceptable to communicate here. If we remember this, we can be more effective in our communications.” | SMSgt Thomas’ comments BEST illustrate her understanding of **kinesics** and its impact on mission effectiveness. |
| TSgt Smiley asks, “Why don’t you see any Afghani women in leadership roles here?” SMSgt Green says, “Remember, Afghanistan is a different culture and their views are different than ours…understanding the differences will help you accomplish your mission. | Because SMSgt Green **understands the Sex and Gender** domain of culture, his comments will MOST likely **enhance** mission effectiveness. |
| Two programmers are in a dispute and timelines continue to slip. They won’t be able to work it out without help. MSgt Luis discusses the issue with each programmer. Realizing he does not have the background, he asks an experienced programmer to mediate. | This scenario BEST illustrates how **Mediation Preparation** impact(s) mission effectiveness. |
| To resolve a dispute in her section, MSgt Packard calls a meeting. She ensures they agree to resolve their difference. Next, she explains she does not have a stake in their issue. Then, she discusses guidelines for conduct during their discussion. | This scenario BEST identifies the **Mediator’s Opening Statement** |
| TSgt Standard says, “SSgt Sims has not been tracking his Airman’s training progression. It is his responsibility to document.” MSgt Samson calls SSgt Sims who says, “I asked TSgt Standard to document the training and sent him an email with all the info.” | MSgt Samson’s actions BEST illustrates **gathering information** |
| MSgt Beasley says, “I’m so tired of MSgt Slater, he’s always gone for Top III stuff and only works Top III junk!” SMSgt Lynn says, “So I'm hearing that you're upset MSgt Slater is not pulling his weight because he's focused on Top III.” | SMSgt Lynn’s **understanding of the Rephrasing** will MOST likely **enhance** his effectiveness. |
| MSgt Gordon assigns duties, and during casual conversation needs to find a replacement POC. TSgt Sage replies “I've never managed that program. That would look good on my EPR.” MSgt Gordon says, “Take me out and I’ll recommend you for the position.” | MSgt Gordon’s **unlawful harassment** will MOST likely **hinder** her effectiveness. |
| MSgt Thomas briefed at commanders call. She discussed how a DUI caused unnecessary strain on reduced manpower and disrupted the attitudes of personnel, how they have been less productive, and how the Airman risked his safety and the safety of others. | MSgt Thomas’ discussion BEST identifies **Effects of Substance Misuse**. |
| Charged with a DUI and Article 15 MSgt Green says “My career's done I’m ready to end it!” SMSgt Browning takes him to Shirt to keep an eye on him. "I believe he is contemplating suicide. He needs mental health right now.” Ensured he's not left alone. | SMSgt Browning’s actions BEST illustrate the use of **Programs and Policies** |
| During a SAPR discussion SSgt Mcfate asks to be excused. After he returns he is visibly uncomfortable and asks to be excused from the session. MSgt Gilbert says its mandatory and he will not get credit for attendance if he leaves. | MSgt Gilbert’s misunderstanding of **long-term** response will MOST likely **hinder** subordinate effectiveness. |
| During the meeting on reducing DUI rates, MSgt Elm offers several ideas and suggests not yet tried. Over the next 20 minutes there’s a stall in moving forward. MSgt Elm suggests an implementation action plan. Everyone agrees and asks her to brief it. | This scenario BEST illustrates MSgt Elm’s preference for the **Spontaneous** Team Dimension Pattern. |
| MSgt Spruce's team has been trying to figure out how to improve pharmacy medication processing. Patient wait times are extreme to pick up the prescriptions. Everyone keeps asking MSgt Spruce for an input but he tells them to get a solid plan first. | This Team Dynamics scenario BEST identifies MSgt Spruce’s preferred team role as a/an **Executor**. |
| TSgt Blue's EPR shows she initiated 15 new programs previously. She says she’s always at the forefront of change. “I love to think about how to improve things and get my thoughts out to others.” But she rejects ideas and sometimes starts a new project. | This Team Dynamics scenario BEST illustrates TSgt Blue’s team role preference as a/an **Creator**. |
| MSgt Maple is impatient. This is MSgt Black’s 4th idea in 2 weeks. “You’ve had ideas, one was best. I've worked out a smooth process; so let’s get on with it,” MSgt Maple stated. “But I’m not sure it’s right yet,” said MSgt Black. MSgt Maple’s frustrated. | This Team Dynamics scenario BEST illustrates MSgt Maple’s team role preference as a/an **Advancer**. |
| MSgt Carob hasn’t been able to contribute to the idea pool. When someone finishes an idea, she thinks and says it could work and should be explored. But others explain some valid reasons why this idea would require some significant modifications. | This Team Dynamics scenario BEST identifies MSgt Carob’s team role as a/an **Advancer** in the P.E.P. Cycle. |
| MSgt Juniper gets along well with people who want to ensure that an idea is the best it can be and prefers to help develop thorough plans that will work. She has a hard time listening to brainstorming and doesn’t appreciate unclear plans. | This Team Dynamics scenario BEST identifies MSgt Juniper’s team role interaction as a/an **Executor**. |
| A team selected one idea as the best option. Unit was surveyed, and the team heard the feedback, fixed problem areas, and started to formulate the implemented plan. Everything was on the dry-erase boards to be transferred to a folder. | Based on this Team Dynamics scenario, the outcome of the implementation will MOST likely be **effective** because the team **included all of the Team Dimensions Stages**. |
| MSgt Lime was tasked with a short-notice project that requires a solution. As he thinks he walks to talk to his team and asks what role he or she likes performing; but reveals little. MSgt Lime decides to incorporate the Team Dimensions Stages process. | MSgt Lime’s **appropriate integration of Team Dynamics** will MOST likely **enhance** mission effectiveness. |
| SMSgt Gunther says, “From my Continuous Improvement lesson, I discovered lots of AFSO21 tools we can use. One tool that would work is a simple diagram of each step of the material/information flow. It would need to show each step.” | SMSgt Gunther’s comments BEST identify **Value Stream Mapping**. |
| Using the 8-Step Problem Solving Model, TSgt Whittaker says, “Shouldn’t we systemize our new process? It might help to see what we’ve done.” SMSgt Brown replies, “We should look at the problem that surfaced before we publicize. We don’t want to look bad.” | Because SMSgt Brown **misunderstands Step 8 of the 8-Step Problem Solving Model (Standardize Sussessful Proccess)**, his comments will MOST likely **hinder** mission effectiveness. |
| SMSgt Black says, “It seems like we’re all disjointed here so let’s generate a graphic which focuses on how everyone is arranged relative to the work and relative to each other. It’ll probably show us that we need to rearrange some things.” | SMSgt Black’s comments BEST identify **Cell Design/Flow**. |
| TSgt White says, “We’ll never make progress if we don’t make an educated guess now.” SMSgt Brown says, “It’s better to be focused on the problem not the symptoms. Too often we identify a symptom to the problem which hindered the mission.” | SMSgt Brown’s comments BEST illustrate his understanding of **Step 4 (Determine Root Causes)** of the 8-Step Problem Solving Model and it’s impact on mission effectiveness. |
| Using the 8-Step Problem Solving Model TSgt Williams says, “Now that we defined the problem, start implementing the solution.” SMSgt Baldwin replies, “Not necessarily… next we gather data on the problem before we start taking any actions.” | Because SMSgt Baldwin **understands Step 2 of the 8-Step Problem Solving Model (Break Down the Problem/Identify Performance Gaps)**, his comments will MOST likely **enhance** mission effectiveness. |
| MSgt Caskey said “We have to determine how we are going to spend the upcoming FY funds. We should list items, services, and cost. Then validate items/services that we can't afford.” The organization executed a budget and unfunded requests. | This scenario BEST illustrates how understanding the **Execution Plan** impacts mission effectiveness. |
| SMSgt Mitchell says, “Because of our mission, we must be able to manage timelines and milestones enough to be effective. We must plan for future budget changes. To be effective you must ensure spending targets are met and submitted to the RA on-time.” | SMSgt Mitchell’s comments BEST illustrate **Budget Cycle** and its impact on SNCO effectiveness. |
| SMSgt Edward says, “We really need to get this vehicle yard enclosed. 2 vehicles were vandalized and POVs are in the government wash rack! I know your plan will work. Go ahead and start and we'll get the funds in October when the job is done.” | SMSgt Edward’s **misunderstanding of the Anti-deficiency Act** will MOST likely *hinder** SNCO effectiveness. |
| SMSgt Tate just received word that will reduce his manning. Because of the deployment, he is forced to assign his flight to 12 hour shifts. He decides to submit an ACR to give him more UMD positions, hoping to backfill for the duration of the deployment. | This scenario Best illustrates SMSgt Tate’s **Misunderstanding** of when to use the **ACR**? |
| MSgt Buckley, is updating the spending file. First, he reviews last year's document. Then, he talks to the NCOICs to see what they require and he considers any mission variations. Doing so, he learns about requirements that were not in the last document. | MSgt Buckley’s actions BEST illustrate **Execution Plan** and its impact on SNCO effectiveness. |
| MSgt Davis developed a budget but missed 1st qtr spending target. He was on track 2nd qtr until mid-Feb when his superintendent informed him of unexpected expenses due to a new mission. Frustrated with new costs, he submits new paperwork the 2nd day FQ3. | Because MSgt Davis **understands the Budget Cycle**, his submission will MOST likely **enhance** mission effectiveness. |
| A temporary activity with a single objective and a specified timeframe BEST identifies: ___________ | project management |
| MSgt McCurly goals and considered the benefit to his mission, those who use the infrastructure, and how the system should increase the efficiency. He thought about the maintenance workload. Finally, he assessed costs and created a budget for the project. | MSgt McCurly’s actions BEST illustrate the project **Initiation** Stage and its impact on mission effectiveness. |
| MSgt Alvis asked for brainstorming…nothing disregarded. He guided team evaluation of each, using the objectives as criteria. The solution had to meet needs of the sponsor and stakeholders. After review and discussion,they defined project goals and scope. | MSgt Alvis’ actions BEST illustrate his understanding of the project **Initiation** Stage and its impact on mission effectiveness. |
| SMSgt Tufford had team meetings to discuss progress on tasks and voice issues and concerns. He emailed status reports to stakeholders, and invited feedback. By responding to the feedback and mitigating problems, he adjusted project execution in real time. | SMSgt Tufford’s actions BEST illustrate a **communications** plan. |
| MSgt Flott wants a more secure way to store trailers loaded with munitions. He looks into the feasibility of constructing a new facility. After drafting a proposal of estimated costs, he discusses the project with his chain of command. | MSgt Flott’s **use of the Initiation** Stage of the Project Management Process will MOST likely **enhance** mission effectiveness. |
| ___________ identifies the purpose of the organization or the reason it exists. | Mission Statement |
| In the commander's briefing, MSgt Aiden was provided her vision of where she sees the organization going. Next MSgt Aiden met with team members to inform them of the new direction. He polls members to see how the section can contribute in meeting goals. | MSgt Aiden’s actions BEST illustrate the use of **The Cascading Process**. |
| MSgt Akoo's team has struggled to meet expectations. He asks for data to measure progress. He notices a trend. Since the installation a database, members struggle to input information, resulting in delays. He conducts training to get the team up to speed. | MSgt Akoo’s action BEST illustrate the use of the **The Learning & Growth Perspective** perspective. |
| MSgt Manning clarifies to team members how to take the section to where it needs to be next year. She gives her intentions and defines measurement of success. She begins to see everyone focused, with positive attitudes, moving in the right direction. | MSgt Manning actions BEST illustrate strategic planning techniques by using **goals** concepts to impact SNCO effectiveness. |
| MSgt Aiden looked at his section. He sees areas they are doing well and areas for improvement. They will undertake a new mission and he sees it as a plus. One concern is the inability to keep up. With the data he builds a strategy to give to leadership. | Because MSgt Aiden **understands how to conduct a SWOT analysis**, his actions will MOST likely **enhance** the mission. |
| An effort to engage key audiences to create, strengthen, or preserve conditions favorable United States Government interests, policies, and objectives through coordinated programs, plans, themes, messages, and products synchronized with national power. | The narrative BEST defines: **Culture of Engagement** |
| “…provide accurate information about military activities and personnel, consistent with security guidelines that enhance public trust?” | This statement BEST: **Describes the goal of media engagement** |
| Although Air Force members must follow Air Force policies concerning social media, they have the option to comply with policies published by social media websites. | False |
| When Airmen engage the media or interact with others via social media, they must be concerned about OPSEC issues such as developing a critical information list and conducting a vulnerability analysis. Which of the following is NOT one of their concerns? | Which of the following is NOT one of their concerns? **Assigning security classifications** |
| When a reporter asks Welch, “I hear a member of your team was killed.” MSgt Welch replies, “Yes, unfortunately we lost an Airman. We ran into heavy fire; however, we still completed our mission.” | Because MSgt Welch **appropriately engaged the media**, his actions will MOST likely **enhance** mission effectiveness. |
| To gain exposure and hopefully attract new recruits interested in joining her organization, MSgt Wilson creates a Facebook page to help expand connections both on and off the installation. | MSgt Wilson’s actions Best illustrate the New Media concepts by using **Social Networking** to impact mission effectiveness. |
Created by:
ericjpoe
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