Readiness is a word that has been echoed throughout my career. It is printed on briefing slides, repeated in commander’s calls, and plainly stated in most of our strategic priorities. If you are anything like me, you have probably found yourself asking, “Readiness for what?” That is a fair question, and history has proven that we often don’t know exactly what we’re preparing for until the moment arrives. Instead of waiting for a neatly defined threat to emerge, I offer you a perspective: a way to internalize and elevate readiness as a mindset.
Let us begin by defining what we mean by “readiness.” According to Oxford University, readiness is defined as “the state of being fully prepared for something.” Take a moment and really think about that. If I told you that your section was being inspected tomorrow and it would impact everyone’s career in your shop, would you feel like you and your team are safe?
This is not about passing judgment; it is about a self-assessment where honesty is critical. Across the Air Force, there are hundreds, maybe thousands, of noncommissioned officers just like you, asking themselves the same question and feeling that same humble uncertainty.
We know we need to be prepared, but we also know we have some work to do. Recognizing this gap is where the real work starts, and my recommendation aligns with the next definition of readiness: the willingness to do something. This second aspect is often overlooked in the context of Air Force readiness, but this is just as important. If you need to be fully prepared, you also need to be willing to start.
The complexities of life as an NCO are not lost on me. There is a good reason they are referred to as the backbone of the force. The reliability of our force is constantly being tested, and the demand is significant. The shift in your mindset hinges on your ability to zoom out from your current environment and take deliberate action. It is difficult to know what all you could be doing, so I will offer you what I have observed to be effective.
1. Set clear priorities, and stick to them
If readiness is the most desirable outcome, then priorities should be targeted and made obvious to your teams. Too often, goalposts get moved, and Airmen are left chasing shadows. Establish foundational priorities that directly support readiness, and don’t waver.
As leaders, when we dangle carrots or awards without direction, we incentivize the wrong behaviors, organizationally. Your priorities should answer one critical question: How does this help us get after readiness? If you cannot answer that clearly, the priorities your team are chasing are probably not elevating readiness.
2. Preparedness beats performance anxiety
When you prepare, you build confidence. Whether you are getting ready for a deployment, a physical training test or an inspection, preparation replaces anxiety with competence.
I remember being a young Airman 1st Class, watching Airmen get discharged over failed PT tests. It was baffling. How could something so avoidable suddenly be a real threat to an Airman’s livelihood? The answer usually came down to readiness, or a lack of it.
From the day we joined the Air Force, we knew we had to be fit to fight. That expectation has never changed. You must ask yourself: Are you willing to do what it takes to be ready?
And if you read that and thought, “Good, someone else needs to hear this,” I have news for you: You are that someone. You are that leader. Readiness starts and ends with us.
3. Translate readiness into actionable habits
It’s one thing to talk about readiness, but it’s another to incorporate it into daily routines that form real habits. Think about your shop. Do your Airmen know how to prepare for deployments, crisis response or family readiness? Do they have plans that are exercised, not just written down?
Start small. Establish routine readiness checks like gear inspections, fitness goals, mental health check-ins and personal finance refreshers. Lead by example by walking through mobility requirements together. Make time for family care planning conversations. The more real we make these things, the less we rely on “just-in-time” miracles.
Units are rotating through the phases of Air Force Force Generation (AFFORGEN) to enhance readiness: preparing, certifying, committing and resetting. With this knowledge, you now have the model from which you can shape your team. This cycle helps provide predictability and addresses burnout, both of which elevate your team’s readiness to perform.
4. People first, mission always
True readiness isn’t just about being inspection-ready or having green boxes on a spreadsheet. It’s about knowing your Airmen can do their job under pressure, and that their families are supported while they do it. It develops trust, clarifies uncertainty and creates confidence in response to real stressors. As NCOs, we must connect the dots between what we do today and what the nation may ask us to do tomorrow.
5. Urgency is not optional
The third definition of readiness worth considering is “immediacy” or “promptness.” The world isn’t getting any simpler. The operational tempo is getting charged and the global threats are expanding. This all points toward one inevitable truth: we need to be ready for a future conflict. It doesn't take a decorated strategist to read the tea leaves. We need motivated, resilient and empowered NCOs who can influence their sphere, take ownership and lead with passion.
Let me close with this: readiness doesn’t just pay you once, it’s a dividend. The time and effort you invest in preparing yourself, your team and your family pays out in capability, confidence and cohesion. When the call comes, it will be visible because your team will not be scrambling. They’ll be executing. That’s the difference between a good unit and a great one. This will be the difference between potentially surviving and assuredly thriving.