The White Falcon - 03.06.1961, Blaðsíða 2

2
WHITE FALCON
Saturday, June 3, 1961
Career Chances Brighten For Young Officers
Young officers having not more than five years of service will get greater career
opportunities under a new 11-point program announced last month by Hq. USAF.
Officially known as Project Top Star, the program will offer career tenure in the
form of more regular commissions, ^ ----------------------------------------
greater job satisfaction through
new assignment and classification
procedures, and the possibility of
earlier promotion to captain.
Moreover, the program would
cement these basic incentives with
a plan for a continuing retention
clinic to generate future incentiv-
es and with a monitoring system
of career audits to insure indivi-
dual career planning.
Among its other important pro-
visions, the plan to retain more
young officers would bring about
measures to make the recall pro-
gram for inactive duty reserve
officers more effective.
Pentagon officials were frank
in describing their plan as an ef-
fort to convince more young of-
ficers to stay in for a full career.
The modern Air Force needs to
retain about 51 per cent of its
young officers past the minimum
duty tour obligation. Only about
40 per cent are electing to do so,
officials said. They added that
rough percentages really don’t
tell the story when it comes to
retaining skilled technicians in
many fields.
After Project Top Star began
in January, USAF retention of-
ficials visited many bases, includ-
ing missile sites and overseas in-
stallations, for a comprehensive
view. To get a grass-roots ap-
proach, they talked with young
officers, ROTC cadets, and senior
and general officers. Thus, they
feel their conclusions and, recom-
mendations have an authoritative
ring.
Findings and subsequent re-
commendations of the Top Star
panel revolved around these 11
points:
1. Some young officers deeply
resent compulsory technical train-
ing leading to jobs in other car-
eer fields. Yet, most Air Force
jobs require preparation. So, Top* 1 * * 4"
Star planners recommended a pri-
ority system for volunteers in the
technical training program to re-
duce the number of trainees as-
signed on a compulsory basis.
2. Many young officers feel
they are being thrown into any
job that needs filling. The Top
Star recommendation is to control
officer assignments at a higher
level, making a greater variety
of jobs available. Eventually as-
signment would be made at Hq.
USAF. Meanwhile, assignment
would be made by the major com-
mands.
3. Many feel they are not plac-
ed in college-taught skills. To ease
this situation, the panel recom-
mended better classification and
orientation procedures at AFR-
OTC summer camps aimed at fit-
ting the right man into the right
job.
4. Some young officers would
like to change jobs. Tackling this
problem, Top Star people are set-
ting up at major air command
level classification and audit teams
to help the commander use his
personnel resources better.
5. Many young officers who el-
ected to forego an Air Force car-
eer want back in. As a solution,
Hq. USAF will send out letters
of invitation to selected prospects
requesting their voluntary recall.
Those invited to return must meet
current criteria for recall and
hold certain skills. Men receiving
letters also will receive personal
visits from active duty officers
in the same career fields. Techni-
cians, not rated pilots, are desired
most of all. The big point here
is that many have found Air
Force pastures greener than those
in civvy street. As a rule-of-
thumb, the recall group will con-
sist of those with wanted techni-
cal skills, many of whom hold
master degrees.
6. Many feel that no matter
how sound, a retention program
could lose momentum. To guard
against this, personnel planners
recommend establishment of an
annual Air Force-wide retention
clinic to tailor the program to
changing conditions. The clinic is
designed to promote exchanges of
ideas among commanders.
7. Some young officers have
complained that even if their
worth is valued by high ranking
officers, some of their immediate
supervisors are not aware of their
problems. Officials have ordered
that the retention problem be
taught as a course of study at
the Squadron Officers’ School,
Command and Staff College, and
the War College of the Air Uni-
versity.
8. Young officers become more
career motivated with better op-
portunities for regular commis-
sions. Along these lines, Top Star
planners recommend offering re-
gular commissions by lowering
sibly more for officers with onb'
two or three years of service. Ad-
ditionally, they would increase the
number of those eligible for re-
gular commissions by lowering
the criteria for distinguished
military graduates from finishing
in the top third of their classes
to the top half. There would be
no change in the DMG criteria
for finishing in the top third at
summer camp and in military
courses. It should be noted that
it has not been definitely deter-
mined just how early a regular
commission can be offered to a
young officer, nor has there been
any determination as to the exact
number of commissions to be of-
fered.
9. Some believe that if there is
no chance for a regular commis-
sion there is no chance for an
Air Force career. Decidedly not
the case, say officials, pointing
to the fact that Air Force officer
personnel needs are far in excess
of regular commission authoriza-
tions. To counter such misconcep-
tions, all officers will enter active
duty in regular or career reserve
status when the proposed officer
education program is approved.
10. A few young officers say
they are not informed about Air
Force plans for their careers. Of-
ficials recommend greater use of
base internal information media
and a personnel newsletter to ex-
plain changes in personnel poli-
cies and to point out career op-
portunities. More importantly,
there is under study now a plan
by which officers can personally
map out their own careers as to
assignments, service in various
commands, schools, etc. A per-
sonal chart to show eligibility and
requirements for progression and
graduates, aviation cadets, and
standing in regard to his contem-
poraries, is being designed to help
the individual plot his career.
11. Young officers want to get
ahead. Air Force policy is that
outstanding officers of all grades
be identified and rewarded. One
solution under study would call
for below-the-zone promotion of
first lieutenant to captain.
The overall retention picture is
far from dark and is, in fact,
bright in many important areas.
Rated officers generally, OCS
graduates, aviation cadets, and
Officer Training School aspirants
have been electing to remain for
Air Force careers in more than
sufficient numbers.
The new, 11-point program for
Top Star retention of young of-
ficers is designed to iron out ob-
jections of other groups.
Gen. Eaker WWII Bomber Chief
Speaks On Leadership Principles
<•>-
“If any man steps out in front, if his head rises above
the multitude, he can expect to be the target for the jibes
of jealous lesser men,” prefaced Lt. Gen. Ira C. Eaker
(USAF, Ret.) in a speech recently at the Air University,
Maxwell AFB, Ala.
General Eaker, former World
War II Eighth Air Force com-
mander said his remarks were
based on his study titled, “Six
Famous Chiefs,” dealing with the
first six Air Force chiefs of
staff, Generals Patrick, Fechet,
Foulois, Westover, Arnold and
Spaatz.
He compared his text to an an-
cient fable, saying, “a flock of
sheep led by a lion will prevail
over a herd of lions led by a
sheep.”
Citing courage as a leadership
prerequisite, he said modern war
makes new requirements on it.
“The brand of courage which
top leaders were required to dis-
play in the last war was the
courage of decision making,” he
said. “When you get right down
to it, there are not many candi-
dates for leadership, and one rea-
son is that most men hate to make
fateful decisions.
“When the military commander
has to make a decision which will
mean success or defeat, which
will cost men’s lives, most men
shrink from the task. The great
majority are happier to follow.
“I am convinced that Eisen-
hower would have much preferred
to be shot at leading a battalion
into action that to have had to
make many of the decisions of
the supreme commander in the
last war.”
General Eaker noted that
brains are another obvious lead-
ership quality, but that intelli-
gence in itself is not the key.
“My historical and biographical
studies of the great leaders of
the past, and my observation of
the leaders I have known, do not
indicate that a high I. Q. is the
certain hallmark of the leader,”
he said. “I do believe that all are
above the average of the group
they lead; all are brilliant in some
areas. Some have been quite stup-
id in some ways. At least one
leader who achieved phenomenal
THE WHITE FALCON
Col. Benjamin G. Willis, USAF
Commander, Air Forces Iceland
The WHITE FALCON <« on official Claes II Armed Forces newspaper published weekly at
Keflavik Airport, Iceland by Air Forces Iceland of the Military Air Transport Service for
all contingents stationed at Keflavik Airport. The WHITE FALCON receives AFPB and
AFNS materials. Views and opinions expressed herein are not necessarily those of the
Department of Defense.
Editor .............................. TSgt Wylie Mason, USAF
fsafoldarprentimlfila h.f.
success for a time was quite mad.
I hasten to say that his name was
Hitler.
“It looks to me like this: If
you want to go to the moon, call
on Ph. D’s; if on the other hand
you want to keep the peace on
earth, follow men more versed in
the social sciences—those who
know how to influence and con-
trol the emotions and minds of
men.”
Citing the importance of luck,
he said: “The new leader’s big
battle is his first battle; win that,
and it is certain he’ll command at
the next engagement.”
He noted that great leaders
seldom handed leadershin quali-
ties to their offsnring. “One does
not seem to inherit its propensi-
ties or qualities. It seems to be
an art that is acquired.
“Undoubtedly one does inherit
4-v>e nhvsical and mental building
bloelcs for leadership, but the
business of forming these in+n
'■'’’^standing qualities for leader-
ship seem to be acnuisHive, the
product of individual effort, the
surrounding political ch’mate, the
chance of circumstance,” he con-
tinued.
“There is a business of timing
about leadership which intrigues
the investigator. Would we ever
have heard of Napoleon save for
+bo riots in the streets of Paris’
Without the controversy ov°r
slavery, Lincoln probably wouF
have remained a country lawyer
None of the great names of th°
wiUi+arv leaders of our time would
have made history’s pages bu+
•for two world wars. A case cau
he made for the belief that great
everts create great leaders.
“There are no reluctant lead-
ers. A real leader must really
want his job,” General Eaker
said.
Talking of the assumption of
rew badges and s+atus of leader-
ship, he stressed that “when the
crown is placed on a head, when
a general gets his stars, when a
marshal is handed his baton, bv
a strange alchemy the recipient
seems to grow in stature. There
is also a corresponding change of
attitude of his subiects, troons.
or followers; thev accord new and
often exaggerated powers to their
new leader.
“Wise leaders know how to use
the symbols of office; they re-
cognize the great psychological
impact of their flag, their crown,
their stars, they physical trap-
pings or badge of office.
“It seems an anomaly that any-
one should strive to be recognized
as a leader, as the rewards have
been slim indeed. Churchill was
repaid for saving Britain by being
defeated at the next election.
Napoleon died in exile. Lincoln
was shot. Robert E. Lee came
away from Appomattox and four
years of crucial leadership with
nothing but his horse and sword.”
As his final point, General
Eaker noted that all great leaders
were highly articulate even if the
oration was the simple word
“nuts” as uttered by America’s
surrounded paratroop General
MacAuliffe at Bastogne during
World War II’s “Battle of the
Bulge.”
He cited as a good example of
articulate qualities France’s Gen-
eral Foch, who sent back to his
Paris headquarters during1 the
WW I Battle of the Marne the
now famous message, “My right
has been rolled up; my left has
been driven back; my center has
been crushed. I shall attack.”
Saluting In Civies
Outlined In AF Reg
A new Air Force regulation has
outlined the changes in saluting
for persons wearing civilian cloth-
es, a MATS Personnel Official
has announced.
The new salute for men wear-
ing a hat is to remove the hat
with the right hand and hold it
af the left shoulder with the
right hand over the heart. Un-
covered the man will place his
right hand over his heart only.
Ladies will salute by placing
the right hand over the heart.
The old method af saluting was
for the person in civilian attire
to come to attention and hold the
hat over his heart, or just stand
at attention during the required
period if uncovered.
The new method for saluting is
described in AFR 900-5, dated 24
March. There is no change in
saluting procedures while dressed
in uniform.
AEROSPACE EVENT
Jan. 18, 1905 — The Wright
Brothers first opened negotiations
with the United States govern-
ment to build an airplane for the
Army.
Jan. 21, 1946 — In a State of
the Union report to Congress,
President Truman asked for uni-
fication of the armed services.
Aerospace Power for 4/kfo* Peace Through Deterrence