Lead honestly, with integrity, and always find the “Joy” in work. Love on your people and don’t ever forget to thank them. These are my guiding principles in a nutshell and they tend to get me on the right azimuth anytime I am stressed out and need to be centered. I love Chapter 22 for the principles Marquet is bringing to the forefront. Playing…[Read more]

Ray, do civilians outside of MEDCOM get access to CP53 courses? I can’t remember when this program started but we have sent a few of our civilians on these TDYs and they love them! AND they’re centrally funded for us. I’ve even had our employees incorporate ones they want to go to in their annual IDPs.

I love the idea of shifting “responsibility” from the briefer to the participants. We have tried to incorporate this practice more at the hospital in order to teach and mentor our practice managers better. We found out after restructuring the administrative support staff in our organization that the majority of people attending briefings do not…[Read more]

Who is the next person to leave in your organization?

I have to catch up in the book but I wanted to chime in on a relevant discussion that I’ll be bringing to the rendezvous. Our military and civilian physicians are leaving in droves. The Defense Health Agency has brought a lot of fear, anxiety, and changes to our healthcare system and a lot of…[Read more]

• Where can you set the example of “thinking out loud”?

You can set an example of “thinking out loud” by being transparent with your staff. When you are putting out guidance or instruction, gage who may benefit from your explanation of how you got to that decision. Example: I had to do an info paper on a topic relevant to our department data…[Read more]

• Do you act first and think later? Or do you think first and then change your actions?

I have learned over the years to take my time with decision making (as much as time will allow). Decisions in my field tend to be pretty complex and proper analysis needs to be done to determine the best course of action. Much of my life over the past year…[Read more]

— How do you recognize situations where you need to resist the urge to provide solutions?
I work closely with the CPT who took my previous job from me. There are a handful of people in the facility who come to me with questions pertaining to his job- because they know I’ll know the answer. I used to answer these questions for them because I love…[Read more]

“Discomfort with uncertainty” – that’s exactly what I was going to say. I may take control of a situation because I am nervous about the outcome. It could be because it’s a project that my boss has shown interest in so I’m on edge about the final product looking good.

I love how these chapters paint a picture that a leader having too much control…[Read more]

Is there a topic of discussion here? Happy to weigh in since I have worked with and supervised far more civilians than soldiers 🙂

The Navy definition and concept of leadership sounds a lot more like “management”. The beginning of the book talks about how empowerment and innovation aren’t necessarily welcome. Naval leaders aren’t really looking for influential thinkers- they’re looking for more of a transactional leader that they can count on to get the job done. It’s all…[Read more]

How can you get your boss to let you try a different way of doing things?

With my most recent boss, I’ve had to fight to ensure I get enough face time with him, due to some restructuring in our department. As with all of my bosses, I ensure I get on their calendar every quarter for my counseling session. I make sure I have a copy of his OER…[Read more]

My first platoon had elements of the “just do” attitude.  My first command was rife with it.

Approaching the end of my first year as a PL and the end of our deployment to Iraq, I was doing the left seat right seat with my replacement.  I was proud of the work we had done and the changes we had made and then I heard it from one of my lower p…[Read more]

Aloha! This is what I was able to gather from my husband who has ran this type of ranges.

Hope it helps!

“The attached Range cards (EXAMPLES) is what we utilize to qualify the gunners and assistant gunners on the Crew serve weapons in my unit.

They are both from TC 3-22×50 for the M2 Machine Gun and TC.

If you follow the ammo breakdown and…[Read more]

The question is how do you define the term “best” for developing officers.  Is it promotion to Cpt, promotion to major?  For branches such as infantry where most of their soldiers are located at the brigade and below level, I think you absolutely have to serve in a maneuver brigade within your first 2 duty assignments.

Being a devil’s advocate b…[Read more]

Should you want to be “missed” from your organization after you leave? Why or why not?

I really like this question. As a co cdr, I saw the impact that short-sighted initiatives had on the unit.  As the book  Turn the Ship Around!   shows, this question relates to the fact that many officers (being pessimistic) drive their units to the ground know…[Read more]

Should you want to be “missed” from your organization after you leave?  Why or why not?

BLUF:  I’d like to be missed on both the personal and professional side, but I don’t want to be missed functionally.

Everybody wants to be liked, appreciated, and missed when they aren’t there (right?).  On the personal side, I’m no different.  I’d lik…[Read more]

From what I’ve seen (in the ARNG at least), LTs and CPTs don’t know enough about the bigger picture. The “why” behind the things they are required to do at the company level. Why things are formatted the way they are; done the way they are; where they need to go to find information, etc. I’ve seen officers fail miserably when they go from PL to XO…[Read more]