Multiple decades, multiple platforms, communities, MAJCOMs, and GCCs. Have watched our support functions go down the drain across the board and the burden continue to be delegated to the ones on the pointy end that actually need the most support to do their jobs, take care of their families, and execute the Service’s core missions.
But it wasn’t until leading hundreds of enlisted Airmen across scores of AFSCs that I truly felt the “what are we doing here” hit me in the deepest parts where I’d previously managed to keep alive that spark of pride of service. Showing up late, leaving early, doing the bare minimum and often not even that… some not even able to wear their uniforms, no interest in the actual mission (sometimes lip service and often complaining, but no motivation when given opportunities to participate)… an unhealthy focus on unearned awards, decs, inflated EPBs, and “good deals”…
Get off the flight line for a tour or two into a job where enlisted outnumber officers by 100:1 and you’ll see.
But at the same time I can’t blame “the enlisted”. It’s culture. It starts with accessions and boot camp, tech school, senior enlisted, and the officers that lead them. That is not to say a single officer can make the changes needed — despite higher leadership edicts and Dunning-Kruger-officer platitudinisms to the contrary.
That may sound bitter, but I’m not passed over or at risk of not promoting again. It’s watching officer peers promote with half the motivation, half the understanding of the mission, half the time in service (when weekly input/output is considered), and embodying all of the same “enlisted” issues highlighted above, at senior grades, that is crushing… but they checked the boxes.
It’s institutional, and maybe we should start there.