OSCAS - Intervention Strategies

Considerations

AOC CSA

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

Orig AOC CSA

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

AOC CSA

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC CSA

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC CSA

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC CSA

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC CSA

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

AOC CSA

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

Orig AOC CSA

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

AOC CSA

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

Orig AOC CSA

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

AOC CSA

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

Orig AOC CSA

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

AOC CSA

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

Orig AOC CSA

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

Orig AOC CSA

Our Human Factors Councils/Boards (Officers only) are effective at improving safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Protect the confidential personal information passed between leaders/supervisors at the HFC. Otherwise, personnel will be reluctant to bring their issues forward.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

AOC CSA

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

Orig AOC CSA

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

AOC CSA

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

Orig AOC CSA

Aircrew at AOC are able to maintain flight proficiency/currency standards.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
The safety department, in concert with operations, can provide some new measures (left seat versus right seat, # of landings/flight hour, # of approaches/flight hour, etc.) beyond simple currency requirements to aid in righting the schedule and matching aircrew.
Institute a process to more fairly distribute monthly flight hours for aircrew.
Encourage aircrew to add instrument approaches, touch & go’s, autorotations, etc. at the end of scheduled flights to gain proficiency, while reducing the need to schedule separate events to cover the “basics.”
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.

AOC CSA

Our Human Factors Councils/Boards (Officers only) are effective at improving safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Protect the confidential personal information passed between leaders/supervisors at the HFC. Otherwise, personnel will be reluctant to bring their issues forward.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

AOC CSA

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

Orig AOC CSA

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.

AOC CSA

Aircrew at AOC are able to maintain flight proficiency/currency standards.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
The safety department, in concert with operations, can provide some new measures (left seat versus right seat, # of landings/flight hour, # of approaches/flight hour, etc.) beyond simple currency requirements to aid in righting the schedule and matching aircrew.
Institute a process to more fairly distribute monthly flight hours for aircrew.
Encourage aircrew to add instrument approaches, touch & go’s, autorotations, etc. at the end of scheduled flights to gain proficiency, while reducing the need to schedule separate events to cover the “basics.”
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.

Orig AOC CSA

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

Orig AOC CSA

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.

AOC CSA

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.

Orig AOC CSA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC CSA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC CSA

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

Orig AOC CSA

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC CSA

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

AOC CSA

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

AOC CSA

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.

Orig AOC CSA

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC CSA

Crew rest standards are enforced at AOC.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC CSA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC CSA

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC CSA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC CSA

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

AOC CSA

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

Orig AOC CSA

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC CSA

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC CSA

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.

Orig AOC CSA

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.

Orig AOC CSA

Leaders/Supervisors at AOC emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.

Orig AOC CSA

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC CSA

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC CSA

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC CSA

Crew rest standards are enforced at AOC.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

Orig AOC CSA

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC CSA

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC CSA

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC CSA

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

AOC CSA

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.

AOC CSA

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.

AOC CSA

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

AOC CSA

Leaders/Supervisors at AOC emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.

AOC CSA

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC CSA

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC CSA

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC MCAS

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

Orig AOC MCAS

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

AOC MCAS

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC MCAS

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC MCAS

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC MCAS

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC MCAS

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

AOC MCAS

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

Orig AOC MCAS

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

AOC MCAS

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

Orig AOC MCAS

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

AOC MCAS

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

Orig AOC MCAS

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

AOC MCAS

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

Orig AOC MCAS

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

Orig AOC MCAS

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

AOC MCAS

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

AOC MCAS

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

Orig AOC MCAS

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC MCAS

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.

Orig AOC MCAS

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

Orig AOC MCAS

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

Orig AOC MCAS

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC MCAS

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

AOC MCAS

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC MCAS

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

AOC MCAS

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.

Orig AOC MCAS

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC MCAS

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

Orig AOC MCAS

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.

AOC MCAS

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

Orig AOC MCAS

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

AOC MCAS

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC MCAS

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC MCAS

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC MCAS

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC MCAS

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

Orig AOC MCAS

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC MCAS

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC MCAS

Leaders/Supervisors at AOC emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.

AOC MCAS

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.

Orig AOC MCAS

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

Orig AOC MCAS

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

Orig AOC MCAS

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC MCAS

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

AOC MCAS

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC MCAS

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC MCAS

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC MCAS

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

AOC MCAS

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

AOC MCAS

Leaders/Supervisors at AOC emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.

AOC MCAS

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC MCAS

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC MCAS

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC ASPA

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

Orig AOC ASPA

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

AOC ASPA

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC ASPA

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC ASPA

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC ASPA

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

Orig AOC ASPA

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

AOC ASPA

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

Orig AOC ASPA

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

AOC ASPA

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

Orig AOC ASPA

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

AOC ASPA

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

Orig AOC ASPA

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

AOC ASPA

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

Orig AOC ASPA

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

Orig AOC ASPA

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

AOC ASPA

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

Orig AOC ASPA

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

AOC ASPA

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

Orig AOC ASPA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC ASPA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC ASPA

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

Orig AOC ASPA

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC ASPA

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC ASPA

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

Orig AOC ASPA

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC ASPA

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

Orig AOC ASPA

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC ASPA

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

Orig AOC ASPA

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

Orig AOC ASPA

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC ASPA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC ASPA

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC ASPA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC ASPA

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC ASPA

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

AOC ASPA

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC ASPA

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

AOC ASPA

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC ASPA

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC ASPA

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC ASPA

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

AOC ASPA

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

AOC ASPA

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC ASPA

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC ASPA

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

AOC Survey

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

AOC Survey

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC Survey

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC Survey

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

AOC Survey

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

AOC Survey

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

AOC Survey

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

AOC Survey

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

AOC Survey

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

AOC Survey

Our Human Factors Councils/Boards (Officers only) are effective at improving safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Protect the confidential personal information passed between leaders/supervisors at the HFC. Otherwise, personnel will be reluctant to bring their issues forward.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

AOC Survey

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.

AOC Survey

Aircrew at AOC are able to maintain flight proficiency/currency standards.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
The safety department, in concert with operations, can provide some new measures (left seat versus right seat, # of landings/flight hour, # of approaches/flight hour, etc.) beyond simple currency requirements to aid in righting the schedule and matching aircrew.
Institute a process to more fairly distribute monthly flight hours for aircrew.
Encourage aircrew to add instrument approaches, touch & go’s, autorotations, etc. at the end of scheduled flights to gain proficiency, while reducing the need to schedule separate events to cover the “basics.”
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.

AOC Survey

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.

AOC Survey

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.

AOC Survey

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.

AOC Survey

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

AOC Survey

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

AOC Survey

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.

AOC Survey

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

AOC Survey

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

AOC Survey

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

AOC Survey

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

AOC Survey

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.

AOC Survey

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

AOC Survey

Crew rest standards are enforced at AOC.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC Survey

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

AOC Survey

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

AOC Survey

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

AOC Survey

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

AOC Survey

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.

AOC Survey

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.

AOC Survey

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

AOC Survey

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

AOC Survey

Leaders/Supervisors at AOC emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.

AOC Survey

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

AOC Survey

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.

MO Survey

Policies and procedures, including ship-specific instructions, are current and utilized/ followed.

Ensure everyone knows where to find the SOPs (physical location on the ship and on the DMS).
Emphasize leadership by example.
Ensure supervisors are actively supervising their personnel.
Monitor and be aware of perceived mission creep. It can lead to cutting corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leadership at all levels must periodically reinforce emphasis on correct procedures.
Be aware of an environment where "work-arounds" are "the way we do things here."
Frequently reinforce the fact that cutting corners is not tolerated in this organization.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

MO Survey

Members of my department understand their specific roles and responsibilities.

Conduct small group "town halls" with all ranks from a broad-brush-stroke perspective on how the CO sees things.
Reinforce the understanding and adherence to mission, CO's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Implement steps to ensure the ship's mission is well understood by all. The new personnel orientation brief should include a clear vision of what is expected.
Schedule CO's Calls with subordinates in order to discuss and emphasize the command’s goals and missions.
Set aside a "dialogue period" with personnel to discuss the command’s goals and missions.
Conduct periodic meetings (e.g. weekly, monthly, quarterly, etc.) with your subordinates to get their perspective on things.
Provide a "state of the ship/department" address. It helps identify where you are operationally and communicates it to your subordinates.
Ensure that the entire chain of command knows “the big picture” on what the unit is doing and why.
Ensure work schedules/events are widely promulgated and understood
Ensure all communication vehicles are used (e.g., face-to-face, POD, publications, etc.). Too often, vehicles to communicate are overlooked.
Do not expect people to remember what was said weeks ago. If it is important, publish it or restate it often.
As goals and priorities change, ensure those changes are briefed, including why the change was needed. Don’t assume.
Ensure everyone in your work area knows the mission and their part in accomplishing it.
During high OPTEMPO periods it is knowledge of the CO’s goals, priorities, and desired end state that often are the difference between mission success or failure.
Conduct periodic reviews of policies and watch stander performance.
Hard schedule training. Then, do it.
Ensure that scheduled training is provided per the training schedule, or rescheduled immediately, if events require a slide. If it slides, look at whether training is really the number one priority, and who gets to decide to cancel it.
Ensure supervisory personnel attend and conduct training sessions to assess quality and eliminate “gun decking.” If the goal is to get the check in the box, that’s all you will get out of it.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Review the process for qualification to make sure you are teaching the right skills.
Leadership should establish training priorities (at all levels) and live by them.
Develop a qualification tracker to maximize training and reduce opportunities for “gun decking.”

MO Survey

Drills have a purpose and enhance crew member skills.

Take drillls seriously and make them exciting and challenging.
Consider post-drill debriefs or walk-thoughs to facilitate discussion/learning.
Avoid complacency by implementing "surprise" drills and scenarios.

MO Survey

Members of my unit have been sufficiently trained to respond to any emergencies.

Take drillls seriously and make them exciting and challenging.
Consider post-drill debriefs or walk-thoughs to facilitate discussion/learning.
Implement more frequent, lower level training in small groups.
Conduct a complete review of each qualification. Review the process for qualification to make sure you are teaching the right skills.
Avoid complacency by implementing "surprise" drills and scenarios.
Hard schedule training. Then, do it.
Ensure that scheduled training is provided per the training schedule, or rescheduled immediately, if events require a slide.
Ensure supervisory personnel attend and conduct training sessions to assess quality and eliminate “gun decking.” If the goal is to get the check in the box, that’s all you will get out of it.
Develop a qualification tracker to maximize training and reduce opportunities for “gun decking.”
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Leadership should establish training priorities (at all levels) and live by them.

MO Survey

Training opportunities are advertised and the approval process is transparent.

Ensure crew is aware when calls for training go out and encourage application.

MO Survey

Members in my unit understand environmental regulations (discharges, hazmat mgt, etc.) pertaining to their specific roles and duties.

Consider including ECO drills in regular rotation.
Ensure ECO placards are posted, accessible, and current.
Consider having department heads attend ECO training

MO Survey

My chain of command keeps me well informed regarding safety and operational information.

Hold frequent all hands meetings and send email updates regularly.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety representatives.
Provide safety briefs prior to all new and/or complex evolutions, and debrief them afterward.
Post operational safety lessons learned, in addition to occupational and recreational safety.
Publish a Safety Gram to raise awareness and provide recognition for personnel accomplishments/acts.
Ensure your Safety Officer and Safety representatives are known, visible and active in your work area in and daily work planning.

MO Survey

My chain of command enforces safety rules during daily work.

Emphasize leadership by example.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Ensure supervisors are actively supervising their personnel.
Counsel and monitor ‘aggressive’ personnel who think rules aren't necessary.
Monitor supervisors who think it is okay to cut corners.
Establish, communicate (make visible), and enforce performance standards in your command.
Leaders/Supervisors should enforce a "by the book" philosophy.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.

MO Survey

Members of my unit, from the top down, incorporate operational risk management (ORM - green/amber/red) into daily activities.

Emphasize leadership by example.
Conduct small group discussions on how to keep safety/ORM briefs impactful.
Allow mid-level or lower department members to lead group ORM discussions.
Challenge your leaders to be proactive at implementing ORM processes in their work area.
Empower junior personnel to make decisions regarding safety/ORM practices.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Use training time outs and safety time outs.
Integrate the ORM process into planning and executing operations by asking questions about what will be different this time, and who has the authority to make changes when conditions change.
Assign, educate, and employ your ORM assistants department heads) in your work areas.
Request ORM training from higher headquarters.
Use real life, practical examples of ORM for training vice repetitive overviews of the ORM steps. The goal is safe operations with a questioning attitude, not memorization.

MO Survey

Reported hazards are quickly mitigated or addressed.

Ensure that every employee feels empowered to speak out on safety infractions done by any crew member or scientist.
Maintain CAPS and CASREP processes.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
If immediate corrections are impossible, secure the hazards and/or provide appropriate warnings, signs, and boundaries.
Ensure you have a safety and hazard tracking system that informs daily reports.

MO Survey

My daily schedule allows for sufficient, uninterrupted rest.

During preseason operational readiness training, reinforce key safety concepts with all personnel, including the requirement to report any safety issues or hazards up their chain of command and the ability of anyone to stop operations for safety concerns.
Ensure watch schedules are fair and distrubute the hardest workloads evenly.
Follow union and crew rest policy guidelines.
Review the OPTEMPO of your unit and its effect on safety and operational performance.
Ensure loud ship maintenance projects (needlegunning, etc.) are done during times to minimize crew disruption
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks. Training, Operations, and maintenance first.
Reduce extraneous taskings and say no to extraneous requests or raise the risk back up the chain of command.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Implement circadian rhythm watches for all watch stations, if possible.
Beware of and monitor fatigue levels of your personnel.
Long work days combined with commute time and family responsibilities leads to fatigued crew members and drivers.
Implement rules on work schedule, additional duties, watches, etc. to help manage fatigue and reduce excessively tired personnel.
Track time off for every employee to ensure that each receives adequate time away from work.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.

MO Survey

Effective communication exists within my unit.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Direct more command attention at those who do right than those who do wrong.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Ensure an anonymous method for sailors to bring up issues and solutions to problems.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Communication is key across all pay grades. Ensure it happens.

MO Survey

Effective communication exists within my organization.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Direct more command attention at those who do right than those who do wrong.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Ensure an anonymous method for sailors to bring up issues and solutions to problems.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Communication is key across all pay grades. Ensure it happens.

MO Survey

My unit has a reputation for high-quality performance.

Customer service is an important part of mission success.
Establish, communicate (make visible), and enforce performance standards in your command.

MO Survey

My unit does not sacrifice safety for mission accomplishment.

Hold frequent safety stand-downs for any observed unsafe behavior.
Challenge your leaders to be proactive at implementing ORM processes in their work area.
Empower junior personnel to make decisions regarding safety/ORM practices.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Use training time outs and safety time outs.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into planning and executing operations by asking questions about what will be different this time, and who has the authority to make changes when conditions change.
Ensure your ship has a safety climate that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Emphasize leadership by example.
Frequently reinforce the fact that cutting corners is not tolerated in this organization. Ensure department heads and supervisory personnel understand that this is the only acceptable policy. That means that supervisors must be open to feedback that there is not enough time to get everything done.
Ensure department heads and supervisory personnel understand that this is the only acceptable policy.
Ensure supervisors are actively supervising their personnel.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Be aware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it is okay to cut corners.
Leadership at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep. It can lead to cutting corners.
Establish, communicate (make visible), and enforce performance standards in your command.

MO Survey

Members of my department are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Self-reporting does not work if the only outcome is repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Utilize "On the Spot" award program for observed safety proceedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Safety Officer and safety representatives are visible members and active.
Routinely encourage your subordinate leaders to work with the Safety Officer and safety representatives
Personnel should expect positive reinforcement for reporting issues (e.g., Safety Pro), not fear repercussions.
Offer a periodic "retribution free" discussion period for personnel to discuss issues.
Direct more command attention at those who do right than those who do wrong.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.

MO Survey

All members of my department have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower junior personnel to make decisions regarding safety practices, and when to raise those decisions to the next level up
Ensure supervisors are actively supervising their personnel.
Challenge leadership to be proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate ORM methods into planning, briefing, executing, and debriefing operations.
Discuss perception management with Officers and supervisory personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are addressed, and make sure they know exactly how to do that. What words do you use on this ship to stop an evolution in progress?

MO Survey

The atmosphere within my unit is professional and respectful.

Frequent department head check-ins and open communications.
Reinforce the understanding and adherence to mission and CO's standing orders.
Conduct small group "town halls" with all ranks from a broad-brush-stroke perspective on how the CO sees things. Include more about the CO to better humanize the CO.
Schedule CO's Calls with subordinates in order to discuss and emphasize the command’s goals and missions.
Direct more command attention at those who do right than those who do wrong.
Provide a "state of the ship/department" address. It helps identify where you are operationally and communicates it to your subordinates.

MO Survey

Members of my unit understand the conduct and behavior expectations of the command.

Frequent department head check-ins and open communications.
Reinforce the understanding and adherence to mission and CO's standing orders.
Conduct small group "town halls" with all ranks from a broad-brush-stroke perspective on how the CO sees things. Include more about the CO to better humanize the CO.
Schedule CO's Calls with subordinates in order to discuss and emphasize the command’s goals and missions.
Direct more command attention at those who do right than those who do wrong.
Provide a "state of the ship/department" address. It helps identify where you are operationally and communicates it to your subordinates.

MO Survey

Members of my department take personal ownership of all tasks that they perform.

Ensure supervisory personnel attend and conduct training sessions to assess quality and eliminate “gun decking.” If the goal is to get the check in the box, that’s all you will get out of it.
Utilize On the Spot or other award process to encourage best practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization

MO Survey

My levels of job satisfaction are high.

Conduct frequent deparment head check-ins and open communications.

MO Survey

I am satisfied with my current work-life balance.

Consider giving "59" minutes when possible.
Try to avoid having employees work outside of required hours (check emails, answer phone, etc.).
Check for process that might be completed by automated methods where practical to reduce workload.
Lead by example and show own work/life balance. For example, consider closing stateroom door for personal time when possible.
Ask MPIC or mecial personnel to observe behaviors during stressful evolutions or extended assignments.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Encourage morale events whenever possible.
Use special staff (e.g., medical, etc.) to monitor your unit's "health" (e.g., morale and motivation) and provide an “outsider's view” of your organization.
Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. Prioritize.
Be aware of improper perceptions by your personnel.
Mentorship often provides "solutions" to a myriad of individuals' problems.
Ensure your subordinate leaders secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
If mission accomplishment is your unit's only objective, everything else will suffer (e.g., morale, quality of life, off-duty education, etc.)

MO Survey

Members of my department arrive at work well rested and ready to perform their jobs safely and effectively.

During preseason operational readiness training, reinforce key safety concepts with all personnel, including the requirement to report any safety issues or hazards up their chain of command and the ability of anyone to stop operations for safety concerns.
Follow union and crew rest policy guidelines.
Review the OPTEMPO of your unit and its effect on safety and operational performance.
Ensure loud ship maintenance projects (needlegunning, etc.) are done during times to minimize crew disruption
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Implement circadian rhythm watches for all watch stations, if possible.
Beware of and monitor fatigue levels of your personnel.
Long work days combined with commute time and family responsibilities leads to fatigued crew members and drivers.
Implement rules on work schedule, additional duties, watches, etc. to help manage fatigue and reduce excessively tired personnel.
Track time off for every employee to ensure that each receives adequate time away from work.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.

MO Survey

Morale in my unit is high.

Utilize Performance Award process
Follow union and crew rest policy guidelines.
Incorporate team activities into morale events and trainings.
Hold frequent morale events and solicit input from entire crew.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Engineering, Deck, Survey, or Steward) and build camaraderie.
Stick to the schedule as much as possible. Morale and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's work schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Focus training on team building.
Leaders who prioritize the betterment of their command over the betterment of their careers tend to have the most "operationally excellent" organizations.
Use special staff (e.g., medical, etc.) to monitor your unit's "health" (e.g., morale and motivation) and provide an “outsider’s view of your organization.
Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Institute morale-building incentives like "work center of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Focus on what you are doing correctly.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Incorporate mentorship at every level.

MO Survey

My department has adequate resources (tools, equipment) to perform its current tasks.

Review adequate shore-side support from MO, Finance, VSAs, etc..
Review fair treatment/resource allocation between departments.
Review supply ordering processes. Let all know that we can and will get needed supplies if given enough notice.
We often "do more with less" . . . this should not become normal operations. Make leadership aware if this is occurring.
Many hardships are outside your control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
Identify shops that do not have adequate tools to do their job.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.

MO Survey

My department has adequate time to perform its current tasks.

Ensure proper ship maintenance is being done considering appropriate compromise for science work/rest schedules.
Beware of an environment where "work-arounds" are "the way we do things here."
Frequently reinforce the fact that cutting corners is not tolerated in this organization. Ensure department heads and supervisory personnel understand that this is the only acceptable policy. That means that supervisors must be open to feedback that there is not enough time to get everything done.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work, or just get it done. Carefully communicate all task priorities to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it is okay to cut corners.
Monitor mission creep, especially admin missions. It can lead to cutting corners in order to save time.

MO Survey

New employees are reporting to my unit with the basic skills to perform the job they are hired for.

Ensure any NEO training gaps are being covered on the ship. Follow new onboarding proceedure.

MO Survey

My department has enough experienced personnel to perform its mission and day-to-day tasks.

Ensure any NEO training gaps are being covered on the ship. Follow new onboarding proceedure.
Ensure supervisors have the time for on-duty training.
Track employee qualifications and expirations.
Ensure work shifts are adequately manned for operational and maintenance workloads.
Be aware of collateral mission creep.
Monitor turnover in personnel and monitor the need for augmenting personnell from the Releif Pool with the skill set needed.
Beware of and monitor fatigue levels of your personnel.
Many hardships are outside your control (e.g., manning, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
Look in-depth at reducing extraneous tasks and say “no” to requests that use up operational time or space you need for training or maintenance.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Use higher headquarters periodic "manpower assessments" to ensure optimum distribution of occupational specialties. Use these survey results to identify weaknesses in personnel placement; then, shift personnel as needed to maximize their abilities on the most important issues.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. Prioritize.
Monitor turnover in personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO and its effect on safety and operational performance. Communicate hazards back up the chain of command.

MO Survey

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

MO Survey

Leaders/Supervisors in my unit set a good example for following standards.

Emphasize leadership by example.
Establish, communicate (make visible), and enforce performance standards in your command.
Leaders/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding commands are "brilliant on the basics."
Frequently reinforce the fact that cutting corners is not tolerated in this organization.
Ensure supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it is okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.

MO Survey

Leaders/Supervisors in my unit regularly set aside time for coaching and mentoring.

Conduct a class on proper counseling techniques to ensure all supervisory personnel know what right looks like. Tell sailors where they stand and how they can improve.
Implement a Mentorship Program.
The first counseling session should be when an individual checks into the unit and then periodically thereafter.
An individual’s first counseling session should not be during a review of their fitness report or pro/con's.
Coaching/Counseling should make the individual feel part of the team.
Counseling should include a constructive path forward . . . vice focusing on the negatives.
Formal coaching/counseling should be one-on-one.
Counseling should be clear, specific, and instructional.
Coaching can be conducted during mentoring sessions.
Done correctly, coaching and counseling will build trust and approachability between leaders/supervisors and their personnel.

MO Survey

Leaders/Supervisors routinely monitor operations in my unit.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Leaders set the example.
Direct more command attention at those who do right than those who do wrong.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of an environment where "work-arounds" are "the way we do things here.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.

MO Survey

Leaders/Supervisors in my unit clearly communicate expectations for performance.

Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.

MO Survey

Leaders/Supervisors in my unit keep me well informed.

All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Share relevant information. Playing "I've got a secret" hurts productivity and morale.
Challenge leaders/supervisors to be more proactive engaging subordinate personnel.

MO Survey

Leaders/Supervisors in my unit set a professional command climate.

Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.

MO Survey

Leaders/Supervisors in my unit routinely visit my work space.

Ensure leaders/supervisors get "out and about."

Shore-side Support Survey

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).

Copy of Shore-side Supt

Employee support resources (SASH, EEO, EAP, Medical, etc.) are advertised and readily available.

Ensure SASH "Welcome Aboard cards" and EEO memos displayed and accessible to all crew and refrech between projects.
Consider Victim Advocacy training.
Ensure department heads and command know proper actions in the case of an employee report.
Use special staff to monitor your crew’s "Command health" (e.g., morale, motivation, and fatigue level).
Ensure supervisors are knowledgeable on the services and support that special staff can offer their personnel.
Ensure you have a formal means to identifying (and possibly) providing interventions for at-risk personnel, like quarterly safety councils.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).