Instructions:  Pick 2 questions per topic to answer here and be prepared to “defend” your position at October’s OPD.  In your reply please copy the question and then give your answer.

Engagement Pick and answer 2

1. How do you know your team is engaged? What does an engaged team look like to you?

2.  Think about your last OPORD. What systems of control do we commonly use in mission planning? Is there a minimum needed to execute the mission?

3.  Does your team’s work add value to the organization? How can we make mundane tasks more meaningful? How do we add value to routine work?

4.  Why is soldier engagement crucial to the 208th mission?

Failure: Pick and answer two.

1. Is failure always a bad thing?  Is so when can failure be useful?

2.  We all fear failure, how does this fear paradoxically lead to failure.

3.  As leaders we often fail to fully recognize the impact of our language. What words or actions do we take that stifle ownership by our team? How do our actions contradict our goals?

4.  Why will attempting to just copy the guidelines in this book result in failure?

Leader-Leader: Pick and answer 2
1.  Medicine, by tradition, has a long history of utilizing the leader-follower model (i.e. following doctors orders). Is the leader-leader model appropriate in a medical company? Why or why not?

2.  You are transitioning from a leader-follower to a leader-leader model. What first steps can you take to start that transition? Assume this attempt failed, what obstacles did you hit? One of your squad leaders comes to you and says, “just tell me what you want done.” How will you respond?

3.  To succeed in the leader-leader model the idea of intent and end-state become critical. What steps can we take to move from “tasks to subordinate units” to “end state” as the most important part of the OPORD?

4.  Conduct a pre-mortum.  Assume your attempt to initiate the Leader-Leader transition have failed.  Why did it fail?

Purpose of Action: Pick two and answer

1. Google the phrase “tyranny of the now.” Like the author we are subject to numerous deadlines, regulations, and reports. Using ideas developed from the book, how can we break the “tyranny of the now” and get to what’s important?

2.  How does “tyranny of the now” drive us to make decisions? Are they good or bad decisions? Why?

3.  Your transfer order from the 208th to a new unit has just published. Imagine what you want to see in your transfer award. What do you want to have seen accomplished?

4. Imagine its two years since you left the 208th and you are visiting. What does the unit look like?