Feedback is a foundational task for any NCO. We believe that a lack of errors is good performance and if there are no errors, no feedback is necessary. What actually happens is that we close off the opportunity to improve our organizations. When we don’t guide and develop people at the one-on-one level (with regular feedback, not just formal), the cracks start to show in bigger ways within the organization. I’ve seen this manifest into a top-down management culture, making it reactionary and ‘dumber’ because only the people at higher levels can see the wider scope of the situation and compensate for the gaps in the organization’s performance. More systems are then created to avoid errors. Just because nothing is wrong doesn’t mean that we shouldn’t develop people before they make mistakes or bigger problems appear—we should coach our people and share our experiences. In the long run, I think we could avoid bigger cultural problems because of it.
Jessy seeks to develop others using a combination of his experience, lessons learned from mentors, and inspiration from educational pursuits. He currently serves as a SNCO in the U.S. Air Force. Jessy's views do not represent those of the U.S. Air Force or the U.S. government.
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