Grooming for success

  • Published
  • By Lt. Col. Derrick Aiken
  • 48th Services Squadron commander
ROYAL AIR FORCE LAKENHEATH, England --  In my 20 years, I have heard many supervisors use the words "I am grooming you for the next level"...to become a shop chief, flight chief, shift lead, Airman of the quarter, etc. But I found that many times they fell short in preparing the individual for that next eventual step. Here are a few things that I think will help anyone to be successful in grooming someone for that next level. There are at least four things that must be considered.

You must know the person. That is to say, what are their strengths and weaknesses? For example, we all know some people are better at writing and others at speaking. You have to ask yourself, what will be the bulk of the work performed in this new position? Will it include working long hours? How does this individual perform under stress? Does this person already have leadership skills? Lastly, but most importantly, you have to ask them if they are ready to be groomed to go to the next level. Sometimes, we are so sure of what is right for the individual that we forget to ask them what they want.

Be ready to educate the person. Research available courses at the education center or other areas where this individual can get the knowledge and training they need. Professional military education might be required at the next level as well. Provide what you can to assist them by being that motivating force to help them complete it. Look at temporary duty yonder assignments and the training courses that are available off base. If the formalized methods of learning are not available or accessible to you, then informal training can be used. For example, if speaking is one of the weaknesses, then have them give briefings at commander's calls and/or volunteer them for speaking events at the group/wing level. If writing is the Achilles heel, then have them sit down with your best writer and learn from them or even you by reviewing and/or writing award packages.

Share your experiences. Speak to them about when you were at that level or have them get with someone who has been at the level so that they can learn what will really be expected of them. The most effective example is probably to have them shadow someone else who is already doing the job or a similar job. Challenges and successes, along with the ways you achieved them should be discussed whenever possible. This area is more closely related to mentoring except that now you are trying to prepare someone for a specific challenge.

Get the person involved in activities at the next level. Don't leave them on the sidelines--make sure they are in the game. If briefing the boss or his section or shop is what you expect them to do, then start them doing that as soon as possible. In my squadron, we have formal ceremonies for our Airmen's promotions (i.e. we have a proffer, a narrator, script and the Airmen perform all of the key duties). Our Airmen get to control the ceremony. This is the most innovative thing that I have seen in my career because its gets our junior servicemembers involved and gives them insight into what they could be doing at the next level.

When thinking about grooming someone for the next level, it is more than just saying the words or putting them down in performance reports. You must be ready to work at getting whomever you choose ready for success.