We've all heard of the saying “Take care of your Recruiters” once or twice in our career, but how does one really put those words into action?
When put into action, that phrase can have a profound impact on yourself, individuals you supervise, and ultimately our Air Force mission.
Throughout my career, I’ve had the opportunity to supervise several recruiters directly and indirectly and many times those words have come to mind. At times I've made some great decisions which allowed my recruiters to be well-rounded professionals and competent future leaders. On the other hand, I have made some decisions I wish I could take back. Nevertheless, what I’ve learned is when I SPEND TIME with my recruiters, it produced the best results for professional development, growth, and mission success for all involved.
Let me explain.
To SPEND TIME with your recruiters means to invest in them, get to know and understand them, while developing them to become effective followers and ultimately exceptional leaders. As we SPEND TIME with our recruiters, effective followership is exhibited, thus the continuous journey of personal and professional development ensues.
That age old saying, “leave a place better than when we found it,” in most cases is interpreted as updating our facilities or programs. However, that saying should be directed more toward the Air Force’s No. 1 asset – our Airmen – and as we SPEND TIME with those we lead, that “place” we strive to make better is our Air Force.
The SPEND TIME investment can begin with the following:
S - Set the example. We must exhibit the highest standards. It all begins with us, the supervisor. Don't be the “do and I say not as I do” type. Our recruiters, regardless of rank want to follow in our footsteps. Don't lead them down the wrong path.
P - Pay attention. Listen to and watch your recruiters. They will tell us what's wrong, verbally and non-verbally, so pay attention to their words, actions, and behavior.
E - Educate ourselves. Know your recruiter’s story. What can we do to help them exceed standards as opposed to just meeting standards, or just doing what we tell them because we're the “boss?” What motivates and demotivates them?
N - Never assume. Don’t assume they’ve been trained the correct way, that they should know because they’ve been in the Air Force “X” amount of years, or because of their rank or position. Ask and evaluate.
D - Distinguish between “no” and “know.” “No” is rejection, insubordination, or a compliance issue. “Know” is a failure to understand, and most people want or need to know more. Consider changing “no” to “know” and use it as a training opportunity.
T - Train. Train your people to correctly, effectively, and efficiently to perform their duties IAW directives, guidance and policy. Then develop and build upon their strengths and weaknesses and continue to positively reinforce their progress.
I - Inform. Expectations and standards require reinforcement. Do this informally as often as necessary, and formally during orientations and ACAs. How can we hold someone accountable to a standard they are unsure or unaware of?
M - Mentor. Find out their short- and longterm personal and professional goals. Then assist them in achieving those goals. Teach them the importance of taking initiative and learning, for themselves and the Air Force.
E - Enforce standards and expectations. Hold your people accountable. Don't be afraid to pull them aside and let them know they’ve made a mistake and then provide feedback on how to correct it, then help them get back on track.
The aforementioned can be used as a framework for success as you SPEND TIME with your recruiters. However, nothing is set in stone and at times your recruiters may fall short of your expectation.
It’s okay and to be expected.
Never give up, though. The high standards and expectations you set forth may be out of your recruiter’s comfort zone, and it will take time for them to understand what’s necessary to meet and exceed your standards.
Remember, it is okay to set your standards and expectations high as long as they are justified and attainable.
A leader should never apologize for high standards, but if your people can't meet them, you must continue to train, mentor and guide your recruiters in the right direction.
Far too often leaders will lower their standards or give the excuse of “they just don't get it.”
Effective leaders should be able to adapt their leadership style and training techniques to meet the learning styles of their subordinates. Some will require more training and mentoring then others, and that's fine.
Continue to train and mentor until they reach your standards; there is not a static timeframe, so set milestones and be patient.
As you SPEND TIME with your recruiters don't forget about honing your skill set as well.
Continuous development personally and professionally is paramount.
Having knowledge of oneself is important as you cannot be the best leader for your Recruiters if you have failed to develop yourself. Maintaining standards, expectations and setting goals for yourself allows you to grow as a leader, enabling effective performance for future endeavors.
You may be wondering how you measure the impact you’ve made. I’d like to say there is one way to determine success, but there isn't.
However, ask yourself the following questions:
Have you learned what motivates them?
Are they progressing in training?
Are they accepting more responsibility?
Has their initiative increased?
Have errors decreased?
If you’re able to answer yes to some or all of the questions, you’re on the right track to ensuring your recruiters have benefitted from the time you’ve spent with them. As you continue to SPEND TIME and invest in your recruiters, you will increase your recruiter’s productivity and
development.
But if for whatever reason you can't SPEND TIME, then simply giving TIME is a good start and better than no time at all.