Tag Archives: Leadership

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Can You Hear Me Now?

#BranchSeries - Signal Corps

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A Signal Corps officer’s success, much like any leader, depends greatly on his or her ability to create effective teams. Bending an organization to the will of the leader stifles junior leader initiative. It fails to maximize the positive and dynamic impact of junior and senior non-commissioned officers (NCOs). These leaders, when actively engaged, create forward organizational momentum. Leaders do this by creating a family-centric team and engaging individuals on a personal level. As a young Lieutenant (1st Lt.) serving at Fort Bragg as the 519th MI BN S6, this is the greatest lesson I had the privilege of learning from my Battalion Commander. Then Lieutenant Colonel (Lt. Col.) Joshua Fulmer created a robust team that was able to push the organization into new heights by making subordinate leaders feel necessary.

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Not Quite James Bond…But Close

#BranchSeries - Military Intelligence

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There is a misconception about “Military Intelligence” (MI) by those outside the military. They often imagine a scene from a spy movie. Instead of picturing the action-packed climax of a spy movie, rewind to where the field agent receives the mission brief. In addition to the agent, there is usually a reliable handler, know-it-all analyst, and aggressive chief. Don’t be fooled! An MI Officer can be any of these roles, but most often would be the know-it-all analyst. Being MI means that you utilize all intelligence assets to provide an assessment that guides action to achieve an objective. These skills allow you to save lives and be relevant at any scale. If you want a career that is purposeful, pivotal, and challenging, MI is the right choice for you.

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Essayons!

#BranchSeries - Engineer

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Why the Engineer Corps?

The U.S. Army Engineer Regimental motto is Essayons! It is French for, “Let us try”. This isn’t a sympathetic, half-hearted try. It’s a statement of confidence as almost if to say, where others failed, we will succeed. I wanted to be an Engineer because I wanted to succeed where others hadn’t yet. I wanted a diverse mission set that required me to be physically fit and mentally sharp. The Engineer Corps offered it all.

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Introducing #BranchSeries

A Partnered Series with Colonel Eric Lopez

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In the Fall of 2017, a former Battalion Commander and current mentor of mine connected me with Colonel Eric Lopez. Col. Lopez, a War College Student and a future Brigade Commander, launched a leadership initiative through YouTube, Instagram, and Facebook. Titled Lopez on Leadership, his movement connects leaders of all ranks to the type of mentorship and coaching available through senior leaders in the Army. Thanks to our mutual friend, our connection led us to take on this project we are calling #BranchSeries.

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Humility and Shared Understanding

A Division Commander's Take on Leadership

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Leaders, at every echelon and in every organization, are in the business of creating and communicating shared understanding. I was recently afforded the opportunity to sit down with Maj. Gen. Bill Burleson, the Division Commander of 7th Infantry Division, for a dialogue on leadership and its scope and scalability to the tactical level of war. By the very nature of it being a closely held personal virtue of his, he would not openly describe himself this way – but I will. Maj. Gen. Burleson is perhaps one of the most humble leaders I have met in my career. It was clear that humility and the philosophy of Mission Command are deeply rooted in his leadership style. Below are his thoughts on leadership, Mission Command (MC), and self-development.

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5 Principles of Disagreement

A Response to "The Growing Emptiness of Service"

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I disagree. And, that is ok. When did we stop making it ok to disagree? Moreover, when did disagreement mean completely contrasting opinions? These are questions we will get to, but first – with what am I disagreeing? I, in part, disagree with a Guest Post on the Angry Staff Officer’s Blog by David Dixon titled “Guest Post: The Growing Emptiness of Service”.

Atticus Finch talking to his daughter Jean Louise “Scout”. There is a lot we can learn from Atticus, both about respectful discourse as well as the fallibility of man.
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Resolute Leadership

A Presidents’ Day Post

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The third Monday in that month we all hate to pronounce (is it Feb-roo-air-ee or Feb-yoo-air-ee?) is more than just another Federal Holiday when your mail won’t be delivered and the DMV won’t be open. Presidents‘ Day isn’t just a long weekend of consumerism. For over 200 years, leaders have filled the Office of the Presidency and, with it, wielded immense power and responsibility. History will judge what they did with their time in the Oval Office, but as President Washington said “Example, whether it be good or bad, has a powerful influence”. This Presidents‘ Day, let’s take a look at what past American Presidents had to say about Leadership.

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When Change is Values-Deep

Leading Change Series - Part III

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In every competitive environment, organizations evolve to survive and thrive. Society, Markets, and Warfare are ever-changing and so must those who want to succeed in them. Changing systems is a fight in and of itself. But, what if the change required is deeper than spreadsheets and efficiency reports? What if the organization’s values and behaviors aren’t aligned? I used the word “fight” intentionally. Make no mistake, when change is values-based, you are fighting for the heart and soul of your organization. To create a values-centered change, leaders steer the individual to driving the organization, communicate a clear and collective vision, model and steward the change, and empower their team.

Changing Values Requires Clear and Shared Vision
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The Art of Change

Leading Change Series - Part I

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Leaders and formations in the Army are always changing. With this change in people, comes a new look at the organization. It brings reinvention, breeding adaptability and innovation. Change is healthy, important, and necessary – but leading change also requires art. Dissatisfaction, contempt, and failure, are usually the drivers of change. But, that doesn’t mean everyone in the organization will view circumstances through that same lens. Change is disequilibrium caused by disconfirming information. Kurt Lewin’s Change Theory and John Kotter’s 8 Step Change Model, provide leaders a lens through which to view and understand what it takes to successfully lead change.

Maintaining the status quo is comfortable. Leading change requires getting down “in the mud” – are you up for the task?
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It’s Not About You

Lessons from Poor Leadership

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Ego prevents us from living that John Maxwell quote. But, what about learning from leaders with an enlarged ego? Is our leader development hopeless without good leadership? Case studies focusing on ‘what right looks like’ hold a monopoly on leader development and create a void. This vacuum is most felt by young leaders lacking role models for “what right looks like”. We are tricked into thinking we only learn from good leadership. Learning from, and working for, good leaders is enjoyable, energizing, and sustaining. But, those who are not as blessed with great leadership early in their career are not flapping in the wind. They too have an example from which they can learn.