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FLT MET
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1
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I am satisfied with the accuracy of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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2
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I am satisfied with the timeliness of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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3
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I am satisfied with the graphics of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Many hardships are outside your unit's control. Seek assistance from higher headquarters on these issues, while focusing your attention on the Regional Hub-level issues you can change.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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4
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I am satisfied with the timeliness of the DD175-1s Extensions I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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5
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I am satisfied with the timeliness of the DD175-1s Updates I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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6
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Overall I am satisfied with the flight weather briefs (DD175-1s/Canned Route Weather) I receive.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Focus on what you are doing correctly.
- Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
- Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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7
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Overall I am satisfied with my experience using Flight Weather Briefer (FWB).
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Many hardships are outside your unit's control. Seek assistance from higher headquarters on these issues, while focusing your attention on the Regional Hub-level issues you can change.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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8
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I am satisfied with the competence of my regional hub/local forecaster.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Establish, communicate (make visible), and enforce forecaster performance standards in your command.
- Leaders set the example.
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Hard schedule training.
- Invest the time (in training) now. It'll cost you, but less than later.
- Ensure that forecaster scheduled training is provided, or rescheduled immediately if events require a slide.
- Supervisors personally monitor forecaster training sessions to ensure quality.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Ensure the forecaster qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for forecaster qualification to make sure you are teaching the right skills.
- Incorporate mentorship at every level.
- Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Monitor supervisors/forecasters who think it's okay to cut corners.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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9
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I am satisfied with the professionalism of my regional hub/local forecaster.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Establish, communicate (make visible), and enforce forecaster performance standards in your command.
- Leaders set the example.
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Provide recognition/incentives to forecasters for professional achievements.
- Direct more command attention at those who do right than those who do wrong.
- Institute morale building incentives like "forecaster of the month."
- Beware of an environment where "work-arounds" are "the way we do things here."
- Beware of and monitor fatigue levels of your personnel.
- Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
- Incorporate mentorship at every level.
- Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- Monitor supervisors/forecasters who think it's okay to cut corners.
- Review the list/matrix of relevant Issue Papers on this website.
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FLT MET
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10
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Overall I am satisfied with my customer service experience when contacting my regional hub/local forecaster.
- The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
- Ensure your Regional Hub solicits and values honest feedback.
- Offer a monthly "Retribution Free" discussion period for forecasters to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
- Leaders set the example.
- Challenge established SOPs to ensure they are current and still relevant.
- Outstanding command leadership teams are "brilliant on the basics."
- Set the bar extremely high. Personnel only reach as high as the command's stated goals.
- Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
- When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
- Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
- Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for forecaster qualification to make sure you are teaching the right skills.
- Establish, communicate (make visible), and enforce forecaster performance standards in your command.
- Set the bar extremely high. Personnel only reach as high as the stated goals.
- Supervisors personally monitor forecaster training sessions to ensure quality.
- Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
- Direct more command attention at those who do right than those who do wrong.
- Beware of an environment where "work-arounds" are "the way we do things here."
- Beware of and monitor fatigue levels of your personnel.
- Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
- Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
- Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
- Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
- Ensure intervention options are clearly communicated to appropriate personnel.
- Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
- If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
- Review the list/matrix of relevant Issue Papers on this website.
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