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Members of the 22 Wing Mission Support Squadron Have a New 1 NOVEMBER / NOVEMBRE 2020 VOL. 54, NO. 11 Members of the 22 Wing Mission Support Squadron have a new Chief Les membres de l’escadron de soutien de mission de la 22e Escadre ont un nouveau chef Article by: Chief Warrant Officer Craig Adamson, Mission Support Squadron Chief Warrant Officer Photos by: Master Corporal Alana Morin, Imagery Technician On Friday, September 25th, 2020, Chief Warrant Officer (CWO) Albert Levesque relinquished his appointment as the Mission Support Squadron (MSS) CWO to me, CWO Craig Adamson. Lieutenant-Colonel (LCol) John Roper, Commanding Officer (CO) MSS presided over the Change of Appointment (CoA) ceremony. The event was witnessed in person by the 22 Wing Leadership Team and virtual participants. On reflection of his time with the squadron, CWO Levesque thanked all of the personnel who supported him over the past two years. He stated how grateful he was to be the first MSS CWO and for working with a plethora of leaders on the base during his time. He commended the MSS team as a hardworking group that wear a multitude of hats to meet the mission’s needs. He thanked the MSS team for their support during his tenure as the MSS CWO. LCol Roper thanked CWO Levesque for his advice, dedication and leadership during his time in the squadron, stating that the MSS is in a better place as a result of his efforts as the squadron chief. The CO then went on to welcome me and my family to a wonderful team of professionals and hardworking members of the MSS. He is truly looking forward to building the leadership bond and taking the MSS to new heights. Then, it was my turn to address the audience. I thanked the RCAF for selecting me for this position as the MSS CWO. Turning to the squadron members, I offered a few words of advice: Encourage leaders at all levels to model their behaviour to what they expect from their subordinates; Take personal accountability and to hold those around them accountable; Be honest and transparent; and finally Be inclusive of the diverse teams we serve alongside. Lastly, I highlighted the importance of teamwork, “as we forge a new way forward as the Mission Support Squadron, we will not do this alone”. -------------------------------------------- Le vendredi 25 septembre 2020, l’adjudant-chef (adjuc) Albert Levesque m’a cédé son poste d’adjudantchef de l’escadron de soutien de mission (Esc Sout Msn). Le lieutenant-colonel (lcol) John Roper, commandant de l’Esc Sout Msn a présidé la cérémonie de passation des leur soutien pendant son mandat au poste d’adjudant-chef me suis tourné vers les membres de l’escadron pour leur fonctions. L’événement s’est déroulé en présence des de cet escadron. donner quelques conseils : membres de l’équipe de direction de la 22e Escadre et a Le Lcol Roper a remercié l’Adjuc Levesque pour ses conseils, - Encouragez les dirigeants à tous les échelons à se été suivi par des participants virtuels. son dévouement et son leadership pendant son séjour au comporter comme ils l’attendent de leurs subordonnés; Au sujet de son passage au sein de l’escadron, sein de l’Esc Sout Msn, déclarant que l’escadron se porte - Assumez vos responsabilités personnelles et l’Adjuc Levesque a tenu à remercier tous les membres du mieux grâce à ses efforts en tant que chef d’escadron. Le responsabilisez ceux et celles qui vous entourent; personnel qui l’ont soutenu au cours des deux dernières commandant a ensuite accueilli ma famille et moi-même - Soyez honnêtes et transparents; années. Il a souligné combien il était reconnaissant d’avoir au sein d’une merveilleuse équipe de professionnels et été le premier adjudant-chef de l’Esc Sout Msn et d’avoir eu de membres dévoués de l’Esc Sout Msn. Il est vraiment - Soyez ouverts aux équipes diversifiées auprès desquelles la chance de travailler avec une pléthore de dirigeants sur la impatient de créer avec moi un lien de leadership et de nous servons. mener l’Esc Sout Msn vers de nouveaux sommets. base. Il a salué l’équipe de l’Esc Sout Msn, qu’il a qualifiée Enfin, j’ai souligné l’importance du travail d’équipe, car de groupe de travailleurs acharnés capables d’assumer Ce fut ensuite à mon tour de prendre la parole. J’ai d’abord « nous allons nous engager dans une nouvelle voie en divers rôles pour répondre aux besoins de la mission. remercié l’Aviation royale canadienne de m’avoir choisi pour tant qu’escadron de soutien de mission, et nous le ferons L’Adjuc Levesque a remercié l’équipe de l’Esc Sout Msn de occuper le poste d’adjudant-chef de l’Esc Sout Msn. Puis je tous ensemble ». 2 THE SHIELD / LE BOUCLIER NOVEMBER / NOVEMBRE Commander’s Corner / Le mot du commandant How does a traditional organization expanded services, engaged employees, and decreased avons organisé des breffages (séances d’information où les prepare for a world pandemic? expenses. Most importantly, it taught us how to turn obstacles superviseurs font part de l’état d’avancement des projets, As we navigate a world pandemic, into opportunities and not fear change… and thankfully du travail de la journée et des questions de sécurité), en there has never been a time in recent prepared us for the impact of COVID-19. The need to make assurant que les attentes étaient claires, en veillant à history when we have had to withstand unprecedented decisions quickly and continually re-adjust our répondre aux questions du personnel et en prenant soin such difficult conditions, be required services during the pandemic has been successful due to the de définir et d’atténuer les risques. Nous avons intégré to make decisions and changes so culture shift we achieved during transformation. Employees aux routines courantes des « visites informelles », créant quickly, and be immediately tested are ready to adapt to the next challenge with passion, ainsi un environnement d’apprentissage bidirectionnel, on our ability to recover quickly from determination, and confidence. Our ability to keep pace with aussi connu sous le nom de « gestion itinérante ». Dans these rapid changes. this level of change has led to even more internal pride and le cadre de cette mobilisation, les dirigeants de l’entreprise Honorary Colonel proven our resiliency as an organization. I could not be more étaient accessibles et en contact avec leurs employés afin The ability to withstand this level of Corina Moore, proud of the continuous improvement culture that has evolved de comprendre leur travail, reconnaître leurs réalisations et impact goes to the core of company 21 AC&WSqn and I’m honoured to lead this great organization. susciter des idées. culture, especially when the health Honorary Colonel and well-being of employees and ------------------------------------ Nous avons également constaté que les meilleures idées their loved ones are involved. It calls upon strong leadership Comment une organisation traditionnelle venaient parfois d’employés qui disaient « on ne peut pas to make solid and heartfelt decisions quickly, observe the se prépare-t-elle à une pandémie mondiale? changer ça, on a toujours fonctionné de cette façon »; cela nous a incités à pousser le processus plus loin et à impact of those decisions, and react accordingly. Many La pandémie mondiale qui sévit en ce moment nous amène organizations will fail during this pandemic because they do déterminer les améliorations qui pourraient être apportées à constater que nous n’avons jamais eu, dans l’histoire ou les domaines dans lesquels les processus devraient not have a culture or employees that support the necessary récente, à vivre des conditions aussi difficiles ni à apporter rate of change. Traditional organizations are usually known être automatisés pour que l’organisation soit plus efficiente, des changements aussi rapidement. La capacité à survivre plus axée sur les données et plus efficace pour ses clients. for their strict command and control management style, à de telles répercussions repose sur la culture d’entreprise, layers of bureaucracy, inflexibility, and emotional attachment surtout quand la santé et le bien-être des employés et de Il était essentiel de faire la preuve de notre succès. Il to leaving things the same. This culture usually fears change. leurs proches sont en cause. Elle exige des dirigeants qu’ils a donc fallu établir des indicateurs de rendement clés Similar to the military, Ontario Northland is a traditional prennent des décisions promptement, observent l’incidence de (IRC), une boussole inestimable pour évaluer le succès. establishment rooted in rich history with extremely passionate ces décisions et réagissent en conséquence. Les organisations Sans cette boussole, il est difficile de comprendre dans and smart people, providing significant impact to those we traditionnelles se caractérisent par leur style de gestion strict quelle direction on va et ce qu’il faut faire pour « garder le serve. However, there comes a time in every organizations axé sur le commandement et le contrôle, leurs différents cap ». La boussole des IRC met en évidence les domaines history when the only way to move forward effectively is to niveaux de bureaucratie et leur attachement émotionnel au auxquels il faut s’attarder immédiatement et fournit la engage in an organizational transformation, a process of statu quo. Ces organisations risquent d’échouer durant la base pour l’établissement des objectifs du plan d’activités profound and radical change that realigns an organization présente pandémie, car leur culture ne leur permet pas de annuel ainsi que des repères pour l’élaboration des plans with current customer and societal requirements. This soutenir le rythme de changement nécessaire. tactiques individuels. Ce processus a permis de renforcer le moral des troupes et d’améliorer notre capacité à suivre journey leads the organization to a modern and innovative À l’instar de l’armée, Ontario Northland est une institution culture, where creative initiative and deviation from standard efficacement les progrès en interne année après année, traditionnelle ancrée dans une riche histoire écrite par des puis de comparer nos résultats avec ceux de l’industrie.
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