The mentoring challenge Commentary by Col. Greg Urtso Directorate of Force Development Diversity Operations 3/30/2011 - WASHINGTON (AFNS) -- Our U.S. Air Force has changed dramatically over time. Consider that 30 years ago the Air Force had more than 565,000 officer and enlisted members. By the end of fiscal year 2010, we had fewer than 330,000. Couple this nearly 42% reduction in manpower with military budget cuts and the need to prepare for more complex, varied operations in the future and you have an environment we are all very used to: change. Imagine what our Airmen entering the Air Force today will see over the next 20 to 30 years. To be effective, formal mentoring programs should adapt to this ever-changing environment. In times of stability, traditional coaching, counseling and facilitating skills are sufficient, but the dynamic environment we live in today requires mentors to become more than experts; they also need to be co-learners. Senior mentors should take the opportunity to learn about the younger more diverse generation instead of following the more conventional role as the authority and the protégé as the learner. Adapting to the changing environment, Air Force officials have implemented fresh changes. Improvements to My Development Plan -- MyDP -- on the Air Force Portal are a great start but meaningful mentoring comes from the interaction between individuals. Mentors ought to be willing to listen, ask questions and be candid about what they don't know. Successful mentoring of our Airmen is a strategic imperative. Ensuring the Air Force remains adept at solving the increasingly complicated problems in a complex world, we must continue efforts to be leading competitors in the search for talent. Once these talented individuals join our all-volunteer force, developing them becomes a top priority. Mentors provide the tools to allow individuals to achieve their professional and personal goals. After all, it takes 10 years to replace an Airman who separates after serving for 10 years. The challenge: your rank determines the number of mentoring relationships you have. For example, a Master Sergeant, E-7, should mentor seven Airmen. A major, O-4, should mentor four Airmen. General Schedule civilians should follow the officer structure. Understanding that the Air Force model is to have supervisors as primary mentors, I encourage Airmen to seek other mentorship opportunities outside the chain of command. Additionally, mentors should expand their opportunities as co-learners by seeking out those who are different than themselves. The second part of the challenge is to have supervisors ask subordinates to name those they are mentoring and share their experiences during feedback sessions. This will facilitate discussion, enhance mentoring at all levels, and ensure accountability. Of course, this challenge is voluntary and not Air Force policy, but if done correctly, will ensure the U.S. Air Force remains the number one air force in the world.