As the service continues to refine what is needed to develop the Airmen needed to fight and win our future wars, Air Force officials announced the implementation of the Air Force Development Action Plan. enlisted force, located here.
With the goal of fulfilling 28 force development goals over the next two years, the plan and an “Enlisted Force Development Master Plan,” released in the spring, is aligned with the Chief of Staff’s Action Orders. Air Force staff and is focused on investing in and empowering Airmen for future combat.
“The fight for tomorrow has already begun and it will undoubtedly be led by many Airmen serving today,” said Air Force Chief of Staff, General CQ Brown, Jr. “As we continue to focus on our preparation against strategic competitors, particularly China and Russia, our Airmen will need to be prepared to defeat the speed and complexity of the threats we face around the world every day. This plan is designed to do just that.
The deliberate development of the enlisted force, which represents more than 75% of Air Force military personnel, means that a culture of teamwork that incorporates everyone’s diverse abilities, talents and ideas is essential to maximizing and delivering significant results.
“An environment focused on developing and managing the talents of our Airmen is essential for their ability to thrive and reach their full potential,” said Chief Staff Sgt. of the Air Force Joanne S. Bass. “Deliberate enlisted force development is a mission imperative and must be a top priority for everyone expected to lead – from front-line supervisors to commanders.”
Coming soon to accompany the plan is “The Master Plan for Enlisted Force Development”. This document will serve as a living foundational resource that connects all enlisted developments from entry to departure, including key concepts for connecting enlisted Airmen to the Profession of Arms.
“The plan serves as a focal point to create a common understanding of our Air Force journey,” Bass said. “It will provide every Airman with a roadmap that highlights the pathways, resources and opportunities for success.”
The premise of the action plan centers on six areas that align with Air Force priorities and CSAF Action Orders, with quarterly newsletters to force accountability and transparency on updates and progress in each area.
Supporting Airman and competition action orders, this area includes goals related to the development of a highly skilled, educated, and adaptable Airman ready to operate in a joint environment and dominate competition.
Initiatives include updating the “Little Blue Book”, the Air Force Core Values and “Little Brown Book”, the Enlisted Force Structure, as well as creating a purple” which includes the values, capabilities and combat concepts of the joint force. team.
Frontline Leader Development
Supporting Airman Action Commands, Competition, and Design, this area focuses on the deliberate leadership development of Airmen as they take on increased responsibility for caring for others.
Initiatives include “The Blueprint for Enlisted Force Development,” developing validation processes for new supervisors, increasing the value placed on experience, and creating a standardized Air Force writing guide.
“Saying ‘you’ll understand’ to new supervisors can’t be our default approach,” Bass said. “We need to be more deliberate – especially when it comes to people.”
Team up to solve problems
Supporting Airman and competitor action orders, this focus area centers on association with the ability to operate and survive in all domains.
Initiatives include training and developing Airmen at all levels to foster inclusion and value diversity, cultivate the inherent problem-solving capabilities of our personnel, and enable command teams to better engage with partners. communities and develop exercise models to build the confidence needed to operate under mission command.
“Embracing a multi-capable mindset to operate beyond traditional specialties toward commander intent while executing decisively with speed, discipline and confidence is key to the 2030 Force Vision,” Brown said. “At the same time, operating as part of a collaborative team requires Airmen to bring their unique and diverse perspectives to achieve mission objectives by seizing competitive advantage.”
Resilience is key to preparedness
Supporting the Airmen’s Order of Action, this focus area supports the understanding that wellness enhances resilience and builds ready Airmen.
Initiatives include establishing “Airmen’s Time” in units to elevate connections and prioritize Airman wellness, developing wellness education programs, better utilization of resiliency training assistants and master resilience trainers as well as financial fitness and transition support programs tailored to each level.
“Airmen and families who are resilient and ready are the foundation of everything we do as the Air Force,” Brown said. “Priorizing our readiness in the human domain mitigates the threats we face and keeps our enlisted force ready to compete.
Force Development Ecosystem
Supporting the Aviators, Competition, and Design action orders, this area focuses on opening development opportunities beyond traditional classes, courses, and schools — to deliver the right content at the right time.
Initiatives include creating an Air Force-wide development plan and framework for the progression of enlisted skills, reinventing professional enlisted military education to address historical gaps during a career, curating quality content, and professionalizing a broader framework to link development goals at grassroots levels.
“To succeed in the fight of the 21st century, Airmen need an interconnected development system that supports continued growth,” Bass said. “We must do this by harnessing the modern capabilities that exist in the information age to make stronger connections between initial skills, technical and on-the-job training, education and experiences.”
Systems for matching values
Supporting bureaucracy and action order design, this area focuses on reducing systems, processes, or practices that unnecessarily rob Airmen of time or impede the achievement of Air Force priorities.
Initiatives include transforming the Airman feedback process, revamping enlisted performance reviews to align with Airman leadership qualities, advancing promotion testing to include the application of situational judgment, formalizing the Career Enlargement Program, to include special development tasks and improving talent management systems to take advantage of it.
“This plan is about accountability and action…not talk,” Brown said. “While we can’t do it all at once, we won’t wait to start developing the Airmen of 2030 today.”