Time with the 3rd AF command chief

  • Published
  • By Tech. Sgt. Eric Petosky
  • 100th Air Refueling Wing Public Affairs
RAF MILDENHALL , England --  Chief Master Sgt. Jack Johnson, 3rd Air Force command chief master sergeant, concluded a two-day trip to RAF Mildenhall and Lakenheath Jan. 9. 

He took time out of his schedule for a quick question and answer session to share his views on the importance of air refueling, the concept of being an Airman first, and the challenges facing today's enlisted force. 

Q. What is the purpose of this trip to RAF Mildenhall? 

A. We want to hear from the Airmen. We want to be able to pass on to the Airmen the bigger picture of what's going on not just at the Numbered Air Force, but at European Command and throughout the Air Force, and then hear from them. Their voice is what's important to us. That's the primary purpose. It also gives us a chance to get into the work centers - see the people, see the infrastructure, and hear about the mission from their voices. That's important to us. 

Q. From a command chief's perspective, how important is Mildenhall's air refueling mission within the scope of 3rd AF and EUCOM operations? 

A. Prior to our priorities changing to the nuclear enterprise as being number one, the Air Force had identified the air refueling mission, starting with the new tanker, as pretty high on its list. The mission here at RAF Mildenhall is a refueling bridge. Without the ability to refuel aircraft, we can't get to and from the fight. It is exceptionally important. It's important to understand that without the ability to refuel, we could not succeed. If you ask the gentleman whom we saved off the coast of Britain about two weeks ago, he'll tell you the air refueling mission played a big part in saving his life. 

In peacetime it's as equally important as it is in wartime. They're always behind the scenes. America doesn't get a chance to see that. Unless you are here or at any of the other air refueling bases, America will never be able to see it, so you're kind of our silent warriors. We refuel in the air, not on the ground. 

Q. We always talk about the concept of "We are all Airmen" - what image does that conjure for you? 

A. For the first time, at least in my history, it ties us all together. We no longer separate creeds with separate expectations. The Airman's Creed ties us all together, and also serves as a reminder that we are warriors with equal responsibility who fall under one warrior ethos. I just love that. I also like that Gen. (Norton A.) Schwartz's (Air Force chief of staff) message that your impact on the mission is not tied to the proximity of the target. It ties everyone together as a warrior with one creed which we all live by. 

Q. With a manpower shift from Iraq to Afghanistan, how do you think the role of Airmen will further evolve within the theater of operations? 

A. You hit the keyword when you said evolve. Obviously our core competencies are to fly, fight, and win, but our folks have done a great job evolving. We will do whatever our nation calls upon us to do and in doing so, some of the tasks that are levied on us might be outside of our basic core competencies. But it still ties back to our creed, which is, "we are warriors." The term "warrior" doesn't mean that you are limited to one path in one area. Warrior means that you can be tasked to provide to the fight anywhere, at any time, doing any job. That will never take away from the fact that we have specialties, and specialties are where our strength lies. But, on the same token, you may be called to be a primary in a task that's outside your competency. I hearken back to no matter where the fight is, we'll go anywhere at any time when our nation calls upon us. That's the message General Schwartz wants not only our service to realize, but every service in our nation to realize. 

Q. What career advice can you offer to junior enlisted Airmen who have hopes of sewing on their eighth stripe? 

A. I get asked this all the time. There is no secret. It's actually very clear. The Air Force provides the enlisted force structure - from the day you entered basic training all the expectations are given -- through tech school, career development courses, upgrade training, Airman Leadership School, getting a 7-level, NCO Academy, excelling at your job, and fulfilling your professional military education. You've got to not only fill those requirements, you've got to excel at them. In addition to that, it's important to sit down and talk to those who've excelled, and you'll get a good road map to be successful. But, you can't start as a master sergeant or a technical sergeant. The Air Force is looking for sustained performance - not only the ability to step up, but with a proven record of being a leader. Those are the people who normally do exceptionally well. 

Q. There have been dramatic cuts in manning, but no reduction in tasking. Do you think that's the biggest challenge facing Airmen today? 

A. The biggest challenge for Airmen is time - time with families, time with education, time with fitness, time with training. All of these barriers are actually competing. One thing that I'm very happy with is that the Air Force, through different surveys, has recognized the needs, and I'm very confident that they are aggressively looking at every way possible to drill down so we can do things more effectively and more efficiently. So I would say the answer right now is just "hold off." Allow our leaders back at the Pentagon to weigh all those things. I expect a very successful outcome. The Air Force is telling Airmen, "Not only did you take a survey, but I hear you," and they are providing courses of action today. It's going to take time, but I think there's light at the end of the tunnel.