I was a manager in the United States Air Force for fifteen years. My first management position started in November 1991 and I continued with various management positions until my retirement in April 2006. I have been an Air Force manager in the Air Traffic Control career field as well as the Maintenance Plans and Scheduling career field. My current job position is described as Configuration Data Manager and I have been in that Northrop Grumman position since November 2012. I currently have no responsibilities as far as employees are concerned since this position mostly deals with data and not people; but I have experience managing as few as three to as many as twenty-one people when performing in those types of manager positions. My Air
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I was promoted faster than my friends and peers. I was assigned to supervise my friends on a work detail and the situation soon deteriorated into a large problem. My friends tried to use our association to get out of performing some of the tasks by encouraging me to take shortcuts. I had to earn their respect as a supervisor and manager before they would follow my directions. I did not believe that I would be a good manager based on this experience and it was difficult to see the situation in a new way. My manager explained that this sometimes happens when selected for a leadership position after spending a lot of time at one location. I learned that just because I was in the supervisory or management position, it did not mean that subordinates would follow my direction. I have experienced this repeatedly during my military career and it becomes tiring to prove competence levels and capabilities over and over …show more content…
There are the long term concerns of salary raises, promotions and future job prospects versus the short term problems of increased responsibility and broadening their skill set. Managers often do not control the long term issues but they can exercise control over the short term ones. Managers must convince subordinates that increased responsibility, and breadth of experience, are necessary steps for long term advancement. The work assignments should be designed so each member of the team feels that they are learning or progressing in the
I was promoted faster than my friends and peers. I was assigned to supervise my friends on a work detail and the situation soon deteriorated into a large problem. My friends tried to use our association to get out of performing some of the tasks by encouraging me to take shortcuts. I had to earn their respect as a supervisor and manager before they would follow my directions. I did not believe that I would be a good manager based on this experience and it was difficult to see the situation in a new way. My manager explained that this sometimes happens when selected for a leadership position after spending a lot of time at one location. I learned that just because I was in the supervisory or management position, it did not mean that subordinates would follow my direction. I have experienced this repeatedly during my military career and it becomes tiring to prove competence levels and capabilities over and over …show more content…
There are the long term concerns of salary raises, promotions and future job prospects versus the short term problems of increased responsibility and broadening their skill set. Managers often do not control the long term issues but they can exercise control over the short term ones. Managers must convince subordinates that increased responsibility, and breadth of experience, are necessary steps for long term advancement. The work assignments should be designed so each member of the team feels that they are learning or progressing in the