I still use that line for people that have unreasonable demands in order to stay in. When we cater for one, it has a demoralizing effect for others.
In your case, I am genuinely interested in what keeps you in if you’re so sour towards the organization.
Retention is not only a CAF problem, but a problem for many companies. People like to explore more nowadays.
I would argue the lack of purpose has a greater effect on retention than money. Money is a bandaid that has proven not to work over time if underlying issues aren’t addressed. The CAF...
To be fair, there were a lot of airworthiness, safety and requirements issues, even not too long ago. Having been involved with FWSAR since 2019, the project wasn’t well managed, at least initially.
Even having a Canadian citizenship, if you hold a second citizenship, it could be an obstacle in flying the F-35 because of the security clearances required.
Sure. The MPs response is always that they’ll prioritize a policing call over a base security call. Not quite acceptable from a force protection point of view. The current system is jacked and unless MPs re-prioritize force protection over issuing tickets, the current Force Protection concept...
They’re too busy doing « policing » or patrols, and the MP branch has very little will to do anything related to base security. Also, all elements of Wing Security Forces need to report to the Wing CoC, who is responsible to field an operational force, not some other command with little stake...
But once the requirements were set, the project didn’t hold the company to the requirements and accepted many deviations to accept aircraft. It felt like the project worked more for Airbus than the CAF.
I have not and I have full authority on visits in a hangar where we store sensitive equipment. I don’t have to ask permission to deny them entry (or anyone else).
Maybe they didn’t share classified information (but I strongly suspect they did - as soon as you start talking about tactics, you get into the classified realm pretty quickly). But even if they didn’t, they still did something ethically and morally reprehensible: help the enemy fight and defeat...
Being a good person and being liked are not the same thing. Sometimes, you can explain all you want and people fail to see either your perspective or the « bigger picture ».
Except that leadership is not about being liked. 360s are dangerous because it pressures people to be « nice » to everyone, often at the expense of leading the institution in the right direction.
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