Justin,

I do not have a written SOP.  Instead, I place them into a PL slot.  For example my current TO&E has the XO leading my headquarters platoon.  I will place an SMP cadet into a “PL” slot there and treat them the same as a new PL.  The challenge with SMP cadets is that they frequently have other commitments to the ROTC program with FTXs and…[Read more]

I know what it is like. I found myself struggling with finances in my early 20s. I was drowning in credit card debt, struggling to pay the bills, and not saving for my future. When I realized it was time for a change I used debt consolidation and Dave Ramsey to change things around. Once I was stable, I used the extra money I got from deployments,…[Read more]

Santi,

Welcome to post command. I learned more in post command thinking about what I had done, why I did it and how to be better.  What I love about your post is the honesty and self reflection. Thanks for for the contribution

“Perpetual optimism is a force multiplier.”

Yes, yes, yes!!! I was just talking with my Arbinger class this morning- sometimes we really do have to fake it til we make it. But man…the ripple effect of pumping some positive attitude into the office is HUGE. Even when it’s hard to do it, optimistic attitudes really are contagious.

What resonates…[Read more]

Thank you for sharing your thoughts and vulnerabilities as you reflect on your command time. It’s all so true- and for many of us, it does take going through the experience to really be able to take a step back and look at the lessons learned. It’s easy to say what we “wish” we had done differently, but you ARE human and you did your BEST with…[Read more]

I had short flash to bang as E FSC was new, unequipped and undermanned, plus filled w some problem castaways. That, getting rid of those who didn’t want to be soldiers took me a lot of time. The other challenges were creating systems to organize every activity. I later learned you don’t and can’t do everything at once. I prepared by reading…[Read more]

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]

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.

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]

For JOs, Readiness means Availability (of equipment, personnel).

-property, load plans, assigned to user, common sets, kits configured for EDRE/fight tonite.

-Cross-training, licensing, cohesive crews, able to support any mission under any condition

-organization, trackers, streamlined designed to buy time, reduce ankle-biters.

MOST IMPORTANT:…[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]