Photo: Courtesy of Fine Art America

Tis the season. The holidays are upon us as are the SSgt SCOD EPRs. One of the most frequent questions we are asked during this time frame is how can push our SSgts higher on the list for Forced Distribution? I think the better question is how should a SSgt EPR read?

To be clear: I am not talking solely about making people look good on paper. I am suggesting that we need to be developing our members throughout the year and capture their efforts on paper. I am not a fan of “inflating” our teammates for the sake of EPRs.

The greatest piece of Air Force literature still remains to be the 36-2618 (Enlisted Force Structure). This book has been about 90% accurate for every new rank I have made and has provided me guidance on what to strive for when my supervisors did not. In there, it discusses what a SSgt “should” look like. They “are primarily highly skilled technicians with supervisory and training responsibilities.” This quickly read statement holds the keys to being a good SSgt.

Highly skilled technician: know your job. SSgts should be able to do their job with no one looking over their shoulders. No one should be coming behind them to fix their mistakes. They are trusted to care for their piece of the pie.

Example: SSgt Lawrence troubleshot and fixed landing gear issue… He generated 100 missions throughout the year… etc. are all examples of this. How is the SSgt doing their job well? Bullets showing job skills are often “me” focused.

Supervisory responsibilities: Typically, this is where you are a first-time supervisor with some Airmen to shepherd. You have CDCs to track, EPRs to write, feedbacks to perform, dorm inspection fails, and all of the other supervisory challenges that come with this new role.

Example: SSgt Lawrence challenged Airman X to get an 85% on CDCs… He led a volunteer clean-up event… These bullets usually show one-on-one leadership impacts or small team efforts.

Training responsibilities: Teach new Airmen and newly assigned teammates how to do their jobs. Also, teaching your subordinates how to be in the service.

Example: SSgt Lawrence trained 5 Airmen on 200 core tasks… He became the unit CPR instructor… Again, these are one-on-one or small team efforts.

A good SSgt EPR shows a mixture of all three of these things.

Now to take this up a notch to develop great SSgts, you need to show how they are ready for the next stripe. TSgts are the “organization’s technical experts.” This is a detail often overlooked as most SSgts are so skilled, they assume they are the technical experts already. I see this all the time as they say, “I am an expert, I can do that task in half the time of my peers.” That is the definition of highly skilled.

Technical expertise is when you know your job so well that you are solving problems. “Noticed trend of #4 main tires being changed out-of-cycle. Discovered factory bolt installed backwards on all block 11 aircraft.” A different way to say this is that highly skilled technicians are hands-on experts and technical experts are able to connect the dots of a bigger picture based on their skills.

Work to develop your SSgts to 1) be very good at being “highly skilled technicians with supervisory and training responsibilities.” as discussed above. and then 2) teach them to take a step back to see the whole picture and help them connect the dots to solve problems not to simply fix discrepancies.

As you do this, they will grow in their supervisor and trainer roles organically. You can’t solve problems without leading a team of leaders or training people on a mass scale to implement a smarter solution.