Mentoring helps develop future Air Force

  • Published
  • By Senior Airman Gena Armstrong
  • Detachment 12, Air Force News Agency
MISAWA AIR BASE, Japan --  When leaders mentor their subordinates, they are helping develop the Air Force as an organization.

By taking an active role in each Airman's career, a supervisor can develop his or her personnel into better leaders.

"It helps the Air Force tremendously because our individuals are now motivated, encouraged and inspired, hopefully by the mentor who takes time with them," said Lt. Col. Joseph Marcinkevich, commander of the 35th Civil Engineer Squadron. "(They will be) inspired to take it to the next level, to embrace change, to just be excited about what they do and contribute to the mission that much more."

Colonel Marcinkevich mentors his subordinates through feedback sessions and Commander's Calls, during which he identifies the strengths and weaknesses of his Airmen. He said mentoring draws a line at just supervising.

"By mentoring, I'm taking a personal interest in the individual, and I'm focused on the things that they can do to improve themselves, to improve just their overall concept of the Air Force and the way they inspire those around them as well," the colonel said.

Through leading by example and sharing their own experiences, high-ranking officials can pass a goal-orientated attitude to others, helping the Air Force's future leaders develop personally and professionally.

"It's more that just giving feedback. It's taking a personal interest in their career and in their life and being able to point out things that I've learned in the Air Force ... to the junior Air Force members so they're able to effectively lead our Air Force mission and bring it to the next level," Colonel Marcinkevich said.