George,

I love this topic because it is so timeless.

The number one thing I wish I knew was how powerful organizational culture is. Culture trumps every strategy I’ve ever developed.

CDSP plan, do you have a culture that values accountability?  If not it’s going to be hard to sustain that plan.

Want empowerment? Does your culture support…[Read more]

Ray,  for me it started with OPD, then an NCODP.  I needed to create the space for NCOs and Officers to agree to allow I intend to…..  I saw this as a key first step.

During my final OPD on Leader-Leader model we conducted a pre-mortem.  In a pre-mortem you assume whatever you tried failed.  You then list the reasons why it failed.  Its a great…[Read more]

Ness,

Great question and the eternal bane of being an M-day leader in the reserves.  My solution has been this:

1)  Create an understanding and expectation that as officers and leaders we are expected to do “homework” in order to be successful.  Leadership doesn’t end with final formation.  Therefore, as a staff officer we expect you to com…[Read more]

@vmabshire I have a couple of great answer gather from other Reserve Compo Professionals.

Please bared with me as I post each answer…there is great information in all, hope it helps!

1. Is the whole BN being stood up? The BDE should be putting people on ADOS- or TPU’s from the BN- to do this. There is a unit in my building being stood up…[Read more]

Ness, I feel you on this one. I just assessed to USAR as an AGR and have struggled at this. A couple of thoughts right off the bat:

1. Geography matters. How close are you to a USAR Mission Training Complex or to your assigned 1st Army partner brigade?  Both can be leveraged to provide some mentors to facilitate MDMP during your BA weekends.…[Read more]

‘What ‘ripples’ would tell you if you’ve been successful?’

I think this is one of the places where the Army culture and mission command framework has a much healthier vocabulary and common criteria than the CAPT dealt with in the submarine community.

-routine things happen routinely

-organizations operate off intent

-spot inspections yield…[Read more]

Immediacy of recognition is important. I couldn’t agree more with the sentiments in Chapter 24.

I don’t even know if I would call these “rewards” but rather, necessary actions a leader needs to take to promote a positive work environment, strong team culture, and an environment where employees know their time is appreciated. I know I am much…[Read more]

A great article I read recently on the transition to becoming a field grade officer (I need to find the link and post it) posed a thought I love. ALWAYS give credit where it is due. I try to do this in everything- especially because my staff are the SMEs in the products we deliver. If I am ever speaking about a project/product we are submitting, I…[Read more]

http://www.asamra.army.mil/cwt/career.html

Now I’m learning too! Apparently the “53” applies to the Medical DA Civilians. But that site shows what other “series” are available.

‘Will your people follow an order that is lawful, ethical, and incorrect?’

Yes, definitely.  In fact, I think it’s a conundrum you run into in a professional force that’s poorly run.  The Army delivers disciplined forces for the most part but, when they’re led poorly that discipline works against us.

I work in the Pentagon.  There are untold nu…[Read more]

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]

What aspects of your organization’s legacy/history can you incorporate in your work?

I’d like to see us highlight and delve into agents of change and supporting players.  I think the Army does an admirable job of highlighting heroism and figures of renown – MoH winners, senior leaders, etc. – but we don’t do as good of a job bringing to the…[Read more]

The organization I am in is an interesting one. My current position has no supervisory requirements, that said, it allows me to look around the organization and understand why things are happening.

-Who is the next person who’s going to leave your organization because they’re underappreciated? My current organization is experiencing an exodus of…[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]

‘What message do you need to keep repeating in your organization?’

The best example I’ve seen of this was MG Townsend when he commanded the 10th MTN DIV (LI).  He would repeat at every major event – especially training briefings – that a leader could have around five major priorities and the leader must repeat his message on those priorities…[Read more]

‘What is one part of your organization where you can implement “deliberate action”?’

I think this is one that has to start with example – so I’d say it starts with me.  I’m an XO on the Army staff and the largest percentage of what I do – as is the case for many staff officers – is in the category of ‘get it done myself.’  The fastest and most c…[Read more]