Totally agree RAM. I want to be part of a winning organization and if the USAF was one, we would not have a retention problem. But I also understand we've been tasked with "unwinnable" missions. How to reconcile these seemingly incompatible factors?
First, a winning organization means one built, soup to nuts, with winning wars as a clear and obvious function. That means rewarding people who are good at the mission, not assuming we're all equal and using non mission factors (party planning, masters, etc.) as delineators. In an ops squadron, my entire day should be focused on refining my lethality, and base agencies should be rated on their ability to support us. For example.... If a short notice deployment pops up and I need a guy to get CATM, CATM should jump through their ass to make it happen and be happy they found a way to enable our mission. That's what a winning organization looks like. One that is focused on successful prosecution of combat, not all the distractions we talk about.
Second, if we're given impossible tasks whose pursuit hurt our readiness, I expect LEADERSHIP from the senior ranks to say so. Don't say morale is pretty darn good, say morale is terrible because our political masters have sent us on fools errands without an end state. Have some balls. Risk your career to speak the truth. If the ROE won't let us win, say that too.
That is what a winning organization looks like. It's structurally built to incentivize combat success, and it's led by people who care about maintaining that organizational focus. I don't need a bonus, and I'd give up the one I have to work in a winning organization.