WEBVTT

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So gentlemen, thanks for joining us today
on Leadership Log,

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which is a podcast for the Air Force
Life Cycle Management

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Center community on topics of interest,
and the topic of interest today.

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is mentorship,
and specifically the Mobility and Training

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Aircraft Division
or Directorate's mentorship program.

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So we're joined here with Mr. Boyd.

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Sir, if you could introduce yourself

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and give us a little bit of your career
background.

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Yeah, I'd be happy to Darryl, thanks.

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So I'm Scott Boyd,
and I'm the Deputy PEO for Mobility.

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Within the Mobility
and Training Aircraft Directorate

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we actually have two deputies,
one on the mobility side,

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that's me,

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and we have a different deputy
that handles the training aircraft side.

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My career background,
I started out in the military

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as an officer in the Air Force,
primarily in program management

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then I still remember back in the day,
wet behind the ears

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and all the learning that I did
right as a young officer.

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Through my career,
retired and transition to civil service

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currently at Robins Air Force Base,
which is where I ended up when I retired.

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And I've had some some great opportunities
to include leading the C-130

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Hercules team
just prior to my current assignment

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and certainly have that connection
to herk nation still.

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All right.

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And Sergeant Peak.

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Hey, good morning, sir.

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I am Senior Master Sergeant Austin Peak.

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I’m an aircraft maintainer by trade

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worked primarily tankers my entire career.

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Came to the Life Cycle Management Center
through the KC-46 program

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I was a logistician there,
and I'm currently sitting

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in the senior enlisted leader position
for the Mobility and Training Aircraft Directorate.

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All right, thank you. So.

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So, like I said, we're here today
to talk about mentorship

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and the initiative that you started in
MATAC

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but first, I wanted to find out

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why mentorship and why now?

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And let's start with Sergeant Peak.

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In my eyes

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I feel that mentorship is an important,

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inherent part of deliberate development,

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both for leadership and followership.

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I think it builds
relationships and fosters communication.

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It helps mentees to accomplish

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their goals, their ambitions,
and that sort of thing.

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It's certainly not a new thing for us.

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So the question as to why now, I think

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it should just be always

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okay.

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Mr. Boyd. Yes.

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So when I think of mentorship, right,

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I can go back in my mind
to just being a child or being a kid and

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parents, relatives, neighbors.

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The amount of information
I learned, right?

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Just to grow up to be a young man,
to be able to

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to somehow go out into the world
as an adult, right, adulting is hard.

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I had to learn a lot, and I was fortunate
enough to have enough people around me

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that cared enough about me
to just give me those basic skills

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to even succeed in that way.

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And so professionally,
we need to be able to do the same thing.

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We need to do it intentionally.

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How do we help the
someone who's new into that

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career field or new into civil service
or new in the military?

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How do we help them understand
what it takes to succeed in this adulting

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of the military environment
in the civil service environment?

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And ,unlike those family relationships
where it might be really natural

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every now

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and then we need to have something
a little little extra a little extra help

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to formalize a

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program and to help bring about that
mentoring that needs to happen.

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It is it is a difficult job
we're asking a lot of people to do.

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We have a whole new language
in the military

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and acronyms and processes, and

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people don't know those when they first
come in, and it can take a long time.

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So I think that's why

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and if we do that well,
we have a successful organization

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and we

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not only are taking care of each other,
which hopefully is a big part

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of the motivation,
just we want to see other succeed.

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We also take ownership of the mission.

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We want the mission to succeed.

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And to do that again, to do that well,
we have to give a part of ourselves.

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We have to help others and lift them up.

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So that's why. And why now?

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I'll repeat what sergeant Peak said.

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It should always be. The why now

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perhaps for us is a recognition

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that there were some challenges
and we weren't encouraging it enough.

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And we wanted to make sure we stepped up
as an organization to to formalize it

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and encourage it
because we saw some holes.

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So so it's

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obviously mentorship is important
to the development of your workforce.

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Is that is that why MATAC decided

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to to set up this particular program?

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What I mean is that the problem
that you were trying to address?

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Mr. Boyd.

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Yeah, I'd say really the biggest problem
we saw when we looked at why

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mentoring was not happening
naturally enough.

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Right. It is happening. It's happening.

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If we had no program,
there would still be mentoring going on.

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But if you want to get over that
first hump and just really get it

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going strong.

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The problem has been that
that first connection. It's often

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the individual, I’ll call the mentee,
who wants a mentor,

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but isn't quite sure
how to go about asking someone.

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Maybe they're uncomfortable
asking for that help,

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or maybe they're intimidated
by the individuals that they might

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want to seek out. And, so we want to help
with that, that first step.

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And there are other programs
and processes out there to allow for that.

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We're not unique in that case for what
we're doing at MATAC.

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The Air Force has the my vector

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website, which includes
a mentoring program in there

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where individuals can sign up
as both a mentor or a mentee.

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And in that process
and how that set up for the Air Force,

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they allow the mentee to do searches
and to find someone

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who sort of matches them
and to ask for their assistance

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Where we're different is
we decided that we were going to ask

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for individuals
to volunteer as both a mentor and mentee,

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and then we would review their information

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and we would make the match
on their behalf.

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For some, they find that very comforting.
They're not held accountable.

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The mentee,
I have to find the perfect mentor.

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They're relying

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upon more senior leadership to help
try to find a good match for them.

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And we've had great success to date
with doing that for them.

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But it's all about that first step helping
someone make that first connection.

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Yeah,

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Sergeant Peak, what do you think?

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That was really well said.

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I think a lot of times as mentees

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we see how busy our potential mentors are
and it's

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hard for us to make that first connection
because we don't want to be seen

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either as a nuisance
or take up the boss's time, so to speak.

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And so being able to

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to get past that
first hurdle is a big step for the mentee.

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And we found a lot of success in the fact
that we've actually got more

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mentor volunteers
than we have mentees at this point,

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which is phenomenal.

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So so

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you explain how you make the match
for the individuals.

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So aside from the MATAC program,
what other recommendations

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do you have for someone
as far as how they can get involved with

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as a is a mentor or mentee?

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And, we'll go to Mr. Boyd.

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Sure. Yeah.

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So for us and how we have our program
set up, we actually have a website

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sits on SharePoint that allows individuals
to go on and volunteer right.

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One of the other very basic information
they share.

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We want a little insight from the mentee
and what really they're seeking.

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Right.

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Because some some are seeking
perhaps a career transition

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and maybe some, you know,
a certain mentor would be better

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at helping them with that versus
another person wants to know what's

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what do I need to do to get that next step
within my current career

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where maybe a different person
can help them with that

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So the

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the the first step is, of course,
signing up

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and making sure that that information
is there

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for someone that's seeking out a mentor.

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Besides using our program and volunteering

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You know,
I think it mentoring in two categories.

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There's a formal and informal.

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And what I mean by
that is the informal one.

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That's the kind of stuff that can happen
every day around the water cooler.

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Virtually now. Right.

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For many of us teleworking.

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But it's just gaining wisdom

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and knowledge
just by interacting with each other.

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And then you need to you need to make

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and you need to be intentional
about seeking that out.

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Informal mentoring.

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But then on the formal side, that's

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that is still very important because

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excuse them.

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On the formal side,

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it's so important
because you can really sit down and dig in

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to different aspects that you're currently
dealing with as an individual.

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And it takes some level of boldness.

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I realize that not everyone is comfortable
with sort of exposing yourself

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about what you're worried about
and what you're challenged with.

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So that's my

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advice to someone who's seeking
a more formal mentoring relationship.

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You've got to be able
to get over that hurdle

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and just feel comfortable
that this is normal, this is natural,

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and they're there to help you,
and they want to.

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Sergeant Peak?

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So I would say my my first recommendation
is take advantage of the programs

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that are out there
similar to MATAC programs.

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I'm sure there's others organizationally.
But, also my vector is available,

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and many others.

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And I would also say that
both mentors and mentees

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should fight for feedback,
constantly fight for feedback.

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Not only is that going to help you
to continuously improve

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both personally and professionally,
but it can also help

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mentors and mentees find those people
that could be receptive to that

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mentor/mentee relationship.

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So I guess
that would be my recommendation.

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And Daryl, if I can just to add and

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to build on what he said,
it's all about owning it yourself.

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Right?

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We want to offer an opportunity
to help you to help individuals

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advance in their career,
to do well in the job they're asked to do.

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Because for two reasons, we care about
the person and we care about the mission.

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So we want to do that.

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But if they don't own it, if the

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if the mentee doesn't really say
this is important to me and I want this,

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then then it's unlikely to succeed
in that relationship.

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And so that's a big encouragement
for them.

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Yeah.

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It's important for people to receive
the feedback and then act upon it as well.

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And for that, you have to have people
who are really kind

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of willing to go into the program,
which is

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which is why I think it's it's unique
and it's advantageous

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that you have the ability in your program
for people to sign up for it.

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So when did your program begin?

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So we kicked off the program in late
November of 2021.

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We spent a couple of months
working with our IT

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folks, developing on the site
that we wanted to use questions,

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we wanted to use that sort of thing,
the pertinent information, so to speak,

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from there, moving into the New Year.

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And with January
being national mentorship month,

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we saw that as a perfect opportunity
to do a big push

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and try and really get
the program moving forward.

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And we saw great success.

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Mm hmm.

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And I would say too,
I want to give credit to our PEO

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Mr. Paul Waugh,
who brought this idea to the directorate.

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He brought this from his last job
as the Agile Combat Support PEO,

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where the idea sort of
was formulated and begun.

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And then we had the opportunity
to to take that starting point,

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improve upon it, and to kick it off here.

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So, yeah, very, very

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quick.

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Turn on getting it going and good results
so far.

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Okay.

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So, yeah.

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So speaking of that,
what are the results now?

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You said that you currently have more of

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more mentors than mentees signed up.

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So so what has been the initial feedback?

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Mr. Boyd.

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Yeah.

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So within the first month we have

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about 30 volunteers signed up, right?

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Mentees that are now being mentored.

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We, after making the matches,

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we followed up to ensure
that the first meetings were occurring

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and we asked
for some initial feedback.

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Did we do a good job
with the match? Right.

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We sent everyone a note saying, Hey guys,
if this doesn't work out, I get it right.

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Not every relationship
is going to be perfect.

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We'll be happy to reconsider

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and adjust matching
if that's either one wants that.

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But so far, 100% have come back and said
this was great.

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In fact,

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quite a few
have have come back unsolicited

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with just words of thanks and praise
for just those initial engagements.

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We're just talking.
The first time they met,

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sort of like a burden

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has been removed and they

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they feel like
finally I have someone who I can talk to

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and I have a good way
to learn about my career.

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So that was really encourage
and get that unsolicited feedback.

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Sergeant Peak, have you
seen the same thing?

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Yes, sir.

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So I would say the excitement
has been the feedback that we've received.

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The mentees are very excited
to be connected with somebody

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who's aligned with their goals,
their ambitions.

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And honestly,
I think the mentors are just as excited

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because they're getting to share
that knowledge and expertise

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that they've developed over
their entire careers and actively,

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deliberately develop somebody and it's
just it's really exciting,

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I think, especially for me as a leader
to have that opportunity.

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Yeah,

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so what do you

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see as the secret for sustained success?

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So you've got off on a good start.

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How do you keep that going?

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How do you build on it?

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Sergeant Peak?

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Yeah.

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So the Air Force has a handbook
on mentoring, right?

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So in black and white it says that
leadership involvement is the key.

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I totally agree with that.

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I kind of see that as being two fold.

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So not only should leaders
be directly mentoring,

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participating in the process, but

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are doing as Mr. Waugh and

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Mr. Boyd have done in establishing
an effective program and maintaining

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that program from a leadership
perspective is very important.

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I think that as leaders challenging

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our leaders at all levels

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to be active participants in the program

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is important.

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But I also think
that challenging our mentees to seek out

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mentorship is just
as important, if not more important.

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Mr. Boyd?

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Yeah, so a couple of things
I'd share there.

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One, I think we have a responsibility
meaning Sergeant Peak, myself

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Colonel Tucker.

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The other deputy

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we're sort of the three that are helping
to ensure that this program is successful.

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So we have a responsibility in a few ways.

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One, we have.

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We've got to follow up with those matches

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that we made.

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We want to continue to have contact
with both the mentee

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and the mentor to encourage them.

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We want to offer them tools.

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So as as we discover new information
and suggestions,

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we're sharing them with them.

16:55.520 --> 16:58.520
Another way is that
we've got to continually get the word out.

16:58.920 --> 17:01.920
So it's through the all calls that Mr.

17:01.920 --> 17:08.440
Waugh holds or through supervisor forums
that we have or the Junior Force

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Council has been a huge advocate
within our Directorate for Mentoring,

17:13.320 --> 17:14.000
and they also

17:14.000 --> 17:17.520
hold sort of other complimentary programs

17:17.800 --> 17:21.800
go with it, whether it's speed mentoring
or some other activity.

17:22.200 --> 17:27.000
We want the culture of MATAC to value
mentoring.

17:27.000 --> 17:30.200
The see the value in it, and they're going
to, you know,

17:30.240 --> 17:34.000
they're hopefully going to get that
by the leadership, demonstrating it

17:34.560 --> 17:38.600
and repeatedly demonstrating
that so it's going to be that long

17:38.600 --> 17:41.080
term consistent and follow up,

17:41.640 --> 17:44.160
I think is going to be critical for this.

17:44.720 --> 17:47.800
So, you know, a year from now,
we can get back together Daryl

17:47.880 --> 17:49.520
and see how it's going.

17:49.520 --> 17:50.720
That will really be telling.

17:50.720 --> 17:53.480
Are we seeing that continued sign up?

17:54.600 --> 17:58.520
Because what I'm anticipating is,
you know, programs are tough to start

17:58.520 --> 18:01.600
with right away until word of mouth
gets out about the value.

18:02.160 --> 18:03.840
And people are saying,
you know what, I really did

18:03.840 --> 18:05.720
get the value out of this.

18:05.720 --> 18:08.160
So I'm hopeful that over
the next several months we'll start seeing

18:08.160 --> 18:11.240
even more volunteering
because they're hearing about that.

18:12.040 --> 18:12.360
Okay.

18:13.840 --> 18:16.520
So that pretty
much brings us to the end of our time.

18:16.520 --> 18:19.720
But before we close, I just want to see
if there's anything that I didn't ask

18:19.720 --> 18:24.920
you about or anything that you really like
to reiterate, and let’s go with Sergeant Peak first

18:26.920 --> 18:29.240
Well, sir, I'll just say that

18:29.240 --> 18:33.000
the outpouring of support from our leaders

18:33.000 --> 18:37.440
shows that leadership as a whole wants
this to be a success.

18:37.840 --> 18:42.640
And so mentees should not hesitate
to reach out to those folks

18:42.640 --> 18:45.240
who they admire, who are engaged

18:46.200 --> 18:49.000
and who they want to learn from.

18:49.960 --> 18:50.680
And Mr.  Boyd?

18:51.280 --> 18:51.920
Yeah Daryl,

18:51.920 --> 18:54.800
you know, I just pause
and think about my own career.

18:54.840 --> 18:58.080
I think we all have our own stories,
and we can look back and think

18:58.080 --> 19:00.360
on those individuals who have impacted us.

19:01.200 --> 19:05.920
We may not have called them mentors,
but maybe that's exactly what they were.

19:07.040 --> 19:07.760
I certainly in

19:07.760 --> 19:11.840
my professional career can can think of
several people that come to mind.

19:12.240 --> 19:14.480
Their faces,
their names are coming to me right now

19:14.960 --> 19:19.040
because they took time to talk to me
and helped me understand things and

19:19.840 --> 19:22.240
I certainly would not be where
I'm at today, since it was

19:22.240 --> 19:24.960
not for them
taking the time to pour into me.

19:26.040 --> 19:28.720
So I think upon that

19:28.720 --> 19:33.840
and you know, part of it is maybe
it's selfish, but but I hope that someday

19:33.840 --> 19:36.840
someone is looking back and I'm included

19:36.840 --> 19:39.080
in their list of individuals who have helped them.

19:40.560 --> 19:42.480
And there's there's you know, that

19:42.480 --> 19:44.720
that's encouraging to me as an individual.

19:45.400 --> 19:47.600
It's encouraging to me professionally.

19:47.600 --> 19:51.080
And it really helps give me value for what
I'm doing every day.

19:51.240 --> 19:51.760
Right?

19:51.760 --> 19:56.560
I'm here to support the warfighter
and I'm here to to help others succeed.

19:58.360 --> 20:00.320
So that's
that's what mentoring is all about.

20:00.320 --> 20:02.880
That's what we hope
we're encouraging with our program.

20:03.400 --> 20:06.760
And I look forward to seeing how it goes.

20:07.440 --> 20:08.640
Thank you, Daryl.

20:08.840 --> 20:09.360
Thank you.

20:09.360 --> 20:12.920
And and we look forward
to hearing visiting with you

20:12.960 --> 20:16.240
again in a year or so and see where the
where the program you grown to.

20:16.240 --> 20:17.560
So thanks for.

20:17.560 --> 20:20.120
Thanks for helping us
tell the story on Leadership Log.

20:21.720 --> 20:23.240
Thank you for having us.

20:23.240 --> 20:25.560
Thank you
for having us. Appreciate it, sir.