News

Q&A with Chief Master Sgt. Sandra LePine

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  • By 78th Public Affairs
ROBINS AIR FORCE BASE, Ga. --  Chief Master Sgt. Sandra LePine is the new installation command chief at Robins. She recently took the time to answer a few questions about her goals and philosophies.

Q: In so much as supporting the installation commander, how do you see yourself fitting into the big picture?
A:My main charge as a command chief is to represent the enlisted force to Col. Butikofer and articulate his intent and policies. However, I also see myself interacting with our community leaders, acting as a liaison to all commanders, and representing all Airmen - "Big A" - assigned to Robins ... everyone on this installation and in the Middle Georgia community contribute to the success of our team. I will further articulate your concerns, provide sound advice on enlisted matters, and work issues as needed.

Q: With a base this size, incorporating units from different commands, not to mention services, what do you see as the most difficult task ahead, and how do you plan to approach it?
A: The biggest immediate challenge I face is understanding the mission and organizational structure for the 78th Air Base Wing and our mission partners. As many can attest, every command and installation has unique policies, processes, and programs. Every time you PCS, you must learn and adjust accordingly. Since this is my first assignment to an Air Force Materiel Command installation, and we support diverse missions from several major commands, I have a slightly higher learning curve with this move. I'm going to tackle this head on by immersing myself during the next month learning about Team Robins by visiting units, asking many questions, reading and listening.

Q: In your new position as the installation command chief, what do you see as your primary goal where developing the enlisted force is concerned?
A: We have one of the most developed enlisted forces in the world already, so my goal is to ensure we maintain and enhance this level of excellence. Development is a continuum. Whether you are an Airman Basic or a Chief Master Sergeant, it never ends. Airmen at all levels must strive to seek out and develop others through training, education, and sharing experiences. This should be a top down approach, meaning we as a leadership team must figure out what we are doing right and where we can improve on development by talking to our Airman and staying engaged.

Q: As the command chief, what message would you most like to send to enlisted troops here?
A: Both Bryn and I are excited to be here. I look forward to supporting and serving with you and the community. No matter where you are assigned or what you do, it is important for you to realize you are integral to not only Team Robins, but also the Air Force. Success is a team effort - your ideas, input, and thoughts matter, and we care! I look forward to getting out, meeting and hearing from you. As I'm out and about one key message you will hear is 'We need leaders to be leaders.'

Q: As a senior NCO, what is the most important advice you could give to those striving to navigate through the ranks?
A: Being a SNCO is not about filling squares to get promoted, it's about taking care of people and the mission. When I say taking care of people, I'm not saying caudle ... I'm talking about providing the tools, resources, feedback, and mentoring to your Airmen to ensure we achieve excellence. If your Airmen succeed, you will succeed. So my advice is to read AFI 36-2618 to determine if you are meeting your responsibilities and work towards improving on any areas you identify as a weakness.

Q: During your career, what has been the most laughable thing that has happened to you, what have you learned from it and how would you use that situation to help others grow and progress?
A:  I'm assuming by "laughable" you mean where did I royally screw up? There have been plenty of mistakes I've made throughout my career, but I can't really say any are laughable, for me or the other person involved. Growing up in a customer support environment your mistakes, 99 percent of the time, impact someone else ... and it's usually an emotional event. So I'll share one story that may help explain. I was working on a senior master sergeant promotion release (before virtual releases). My job was to pull the list and provide the select lists to both the wing commander and squadron commanders. I also provided results via phone to several units which were geographically separated. One of the units called me to get their results. I relayed they had none. Come to find out, the unit actually had three selects. Unfortunately, I discovered this mistake the next day not on my own, but through my supervisor and chief. Don't think I'll ever forget that day as I also found out they told these three individuals they were non-selects.

Long story short, I didn't read the PAS code correctly and didn't understand the organizational structure for the base and command. I also failed to ask any questions. So here's what I learned - understanding who you serve and the organizational structure is imperative. However, the key message I'd share is realize no one is perfect; we all make mistakes and that's OK. The key is to admit your mistakes and take action to ensure you don't make the same mistake twice. What steps do you take once you realize you've made a mistake? Don't be afraid to ask questions, ask for help, or ask someone to review your work. Two sets of eyes are always better than one. Always seek out feedback and share your knowledge. I called the unit that day, apologized profusely, but also created a continuity binder with an organizational chart, PAS codes, and POCs, etc. I not only ensured I didn't make the mistake again, but I passed my book on to my replacement when I moved to another position. Sharing our knowledge up, down, and across organizations will only make us stronger as a force.