Integrity as a trainer Published Jan. 20, 2009 By Lt. Col. Heather Knight 4th Space Launch Squadron commander VANDENBERG AIR FORCE BASE, Calif. -- Airmen of all ranks face the challenge of being a trainer at some point in their careers. While it may not be for a position requiring formal certification, the responsibilities of the trainer are still the same. They must assure the readiness of their trainees. When I was a young major, I led a 140-person joint space operations crew. The position involved command and control for complex satellite systems, as well as mission data processing. The position carried significant responsibility and was thus highly visible. During my tenure, I had the opportunity to train several crew commander candidates. On-crew training consisted of verbal and written instruction with a trainer and trainee sign-off on each task and knowledge area. Due to the dynamic nature of the mission, training was more subjective than a normal Air Force Space Command operations crew. The training program, while punctuated with a formal certification board, hinged upon the assessment of the trainers. I had one trainee who really struggled. She worked hard and acted as if she understood the material, but later would have difficulty recalling information. I began deferring sign-off on tasks until she could provide the correct answer multiple times across different shifts. Over time, it became apparent that she was never going to have the requisite knowledge. I found myself in the uncomfortable position of doubting the suitability of a GS-14 who had been hand-selected for the job. She had left a supervisory position and spent several months in training. Failing to certify would be both a professional set back and personal embarrassment. I probably could have rationalized signing off on the tasks - after all, they were pretty subjective. Although weak, she probably could have performed the duties well enough - after all, others on crew could have made up for her shortfalls. Did I really have to take action - after all, the certification board is responsible for determining suitability? Objectively, of course, you should never sign-off someone on a task for which they aren't 100 percent proficient. However, in real-world situations, you may face the difficult task of informing your trainee (perhaps a peer) face-to-face that you don't think he or she has the "right stuff." You may face the difficult task of advising your commander that their candidate isn't suitable. You may face the difficult task of delaying the certification of your own replacement. In sum, you may face pressures that make the right answer hard. For me, it ultimately came down to integrity. My initials meant something to me, and I wanted them to mean something to everyone else. Additionally, an entire crew relied on the integrity of the certification process. The certification board could still choose to certify this trainee, but they needed to be informed by an honest trainer assessment. That is exactly what I provided. In the end, leadership pulled the trainee and placed her in a suitable non-operations job. She was upset about it, but seemed to accept the fairness of the process. Though it was a difficult period, I walked away with my integrity intact and faith that the process had integrity too. When you face such a situation, what will YOU do?