Leadership Ideas, Information and News

Thursday, June 30, 2011

Mississippi 2011 Top Cop Award

On May 12, 2011, Jackson Field Office Special Agent Matt Dunne was a recipient of one of Mississippi’s 2011 Top Cop Awards. These awards are presented each year to outstanding federal, state, and local law enforcement officers by the Mississippi Center for Police & Sheriffs. The ceremony took place during Mississippi’s annual Police Memorial & Appreciation Day luncheon.

The National Association of Police Officers launched this awards program in 1994 as a means to pay tribute to those officers who serve above and beyond the call of duty. These officers are nominated for this honor by their fellow officers for outstanding service during the preceding calendar year.

NJROTC Cadets Sail Through Annual Leadership Academy

By Scott A. Thornbloom, Naval Service Training Command Public Affairs

GREAT LAKES (NNS) -- More than 140 Navy Junior Reserve Officers Training Corps (NJROTC) cadets sailed through the annual NJROTC Area 3 Leadership Academy here June 18-24.

They also rubber rafted, patched pipes, plotted courses and learned how to step up as the next leaders of their units.

"I'd like to think of the leadership academy as 'Top Gun' where we get the top two or three cadets from each unit in Area 3 and they go back to their units and help to make them better," said retired Navy Cmdr. Jerry Egler, the senior naval science instructor (NSI) at Proviso West High School, Hillside, Ill., and the lead organizer for this year's academy.

The annual academy was hosted by Naval Service Training Command (NSTC), headquartered at Great Lakes, and run by NJROTC's Area 3, which encompasses eight states in the Midwest.

Egler said the cadets embrace the training of leadership week and are energetic when they return to their communities.

"They're all fired up when they get home and are excited about what they learn here," Egler said.

They were presented with 23 leadership traits that they learned and discussed with the other cadets in assigned groups, or platoons. They were also introduced to more technical shipboard tasks, such as plotting contacts or navigating a course on computers at the Operations Specialist/Quartermaster (OS/QM) "A" School at Training Support Center (TSC).

"It was interesting to see and have the hands-on experience of operating the same type of computers used on board ships," said Cadet Petty Officer 1st Class Kiara Kilpatrick, 16, a junior from North Chicago (Ill.) High School. "It was especially awesome to meet and talk with the admiral (Rear Adm. David F. Steindl). It was neat that he cared to be there and meet with us."

Steindl, the commander of Naval Service Training Command (NSTC) headquartered here, oversees more than 600 NJROTC units worldwide. NJROTC is a citizenship development program that instills service to the United States, personal responsibility and a sense of accomplishment in students in United States secondary educational institutions. Steindl observed sailing and rubber raft evolutions during the week.

"What we try to stress here is the whole concept of professionalism and teamwork," said retired Navy Cmdr. Michael O'Connor, NSI at Jefferson High School, Monroe, Mich. "What I like to see is quiet professionalism. The boats that go out don't make a big deal. They do their job; every one pays attention and works together as a team."

Teamwork comes in handy when the rafts have to paddle out to Lake Michigan in the Great Lakes Marina and then tipped over, or "broached," to clear out excessive amounts of water in the bottom of the craft. Teamwork is also a big part of sailing during turning movements as the boats tack and jibe.

"That's why quiet professionalism is so important and why everyone needs to know their job and only listen to the instructions from the coxswain, or leader of the boat," said O'Connor, who has been a rubber raft instructor for 17 years and part of the leadership academy for eight years.

"The sailing was my favorite part of the week and it was a lot of fun," Cadet Lt. Paola Sarmiento, 17, a senior from Proviso West, said. "I learned that you really have to listen and work together as a team."

The cadets represented 55 high schools and units from Minnesota, Iowa, Illinois, Wisconsin, Michigan, Indiana, Ohio, West Virginia and Texas.

Twin brothers Cadet Lt. Matthew Jones and Cadet Ensign Michael Jones, both 17 from Princeton High School in Cincinnati, said getting to know the other cadets from across the country was beneficial in networking and gathering different ideas.

"This academy as well as NJROTC has really helped me mature and gain confidence and has opened up doors for me to continue to college," Michael Jones said.

Both of them also added they hoped the things they had learned and leadership traits they now possess will help them go back to their school and build a stronger and cohesive NJROTC unit.

"We're going to be able to bring back better ways to structure our unit, how to better run our unit and be able to move the unit up in the rankings of Area 3 and the nation," Matthew Jones said.

During the week, the cadets split up into multiple platoons and participated in events such as physical training, uniform and room inspections and a drill competition. There were also classes in basic seamanship, a crash course in damage control at the Damage Control "A" School Wet Trainer and the computer plotting and tracking time in the OS/QM "A" School. Of course, there were also the extensive lessons in sailing and maneuvering rubber rafts as a team around the Marina on Lake Michigan, which is the only NJROTC academy that has 100 percent participation of the cadets completing the sailing curriculum.

The one new class of instruction at this year's academy was Science, Technology, Engineering and Mathematics, or STEM.

"I think we were hoping to open the students' eyes to the possibility of learning in a different way and maybe be able to go to the STEM camps at the different universities (Purdue, Embry-Riddle, Sand Diego State, etc.) around the country," said retired Cmdr. Robert Laufenberg, NSI at Simeon Career Academy in Chicago.

For their STEM projects, the cadets learned how to construct a flashlight and circuit tester using wires and switches and other household items found in a junk drawer as conductors and insulators.

"We hoped to use the STEM project to get the cadets more interested in STEM subjects and wet their appetites on how it can be fun to be involved in science and math subjects," Laufenberg said. "However, our main interest here at the leadership academy is to make the cadets better leaders."

Cadet Senior Chief Petty Officer Kang Bang, 17, a senior from Harding High School in St. Paul, Minn., called the STEM project another opportunity to build team work and camaraderie with the other cadets attending the academy.

"Just like the sailing, damage control or sports day, STEM allowed us to work as a team and build on our camaraderie as a unit here," Bang said. "The whole week also provided a chance for the six cadets that came from Harding to become tighter and better prepared to lead our unit this school year."

The cadets ended the week with a graduation ceremony during which they received a silver shoulder cord to wear on their uniforms, signifying completion of the leadership academy.

USS Chicago Sailors Give Leadership Lessons on the Green

By Mass Communication Specialist 1st Class Chris Laurent, Navy Office of Community Outreach Public Affairs

CHICAGO (NNS) -- Sailors from USS Chicago (SSN 721)--who are in Chicago for Chicago Navy Week 2011--participated in the First Tee of Greater Chicago, a program designed to bring golf to young people who would otherwise not be exposed to the game and its positive values June 27.

Statistically, it is programs like this that help children to participate in sports and by extension succeed in academics.

"I think getting the Navy involved with First Tee is a perfect idea," said Cole Hyland, the program director for The First Tee of Greater Chicago. "Sailors possess the leadership qualities we try to teach here at First Tee. It's also great to have the men and women of our naval forces perform their job on a daily basis, but it is an added plus when they show their faces to the community and volunteer their time to the community."

Although the program uses golf as a focal point, the First Tee incorporates a Life Skills Education through their nine core values: honesty, integrity, sportsmanship, respect, confidence, responsibility, perseverance, courtesy and judgment. These nine core values can be identified in each of the Navy's core values of honor, courage and commitment.

"The golf aspect of the program is a bonus," said Chief Yeoman Travis Stokes, one of the USS Chicago crewmembers volunteering with First Tee, "this program teaches kids about life, respect, morals and manners."

This Navy Week event was just one of the ways the Sailors from USS Chicago showed the citizens of Chicago the positive things their Navy does.

Navy Weeks are designed to show Americans the investment they have made in their Navy, A Global Force for Good, and increase awareness in cities that do not have a significant Navy presence.

Wednesday, June 29, 2011

Allen Vows to Emulate Petraeus’ Leadership

By Lisa Daniel
American Forces Press Service

WASHINGTON, June 28, 2011 – If he becomes the new commander of U.S. and NATO forces in Afghanistan, Marine Corps Lt. Gen. John R. Allen said he’ll seek to equal the strong leadership of his predecessor, Army Gen. David H. Petraeus.

“If confirmed, I will seek to emulate General Petraeus’ resolute leadership,” Allen said today during his confirmation hearing before the Senate Armed Services Committee.

Petraeus appeared before the committee last week for his confirmation hearing to become President Barack Obama’s CIA director, replacing Leon Panetta, who becomes defense secretary on July 1.

“I assure you, I will do whatever I can to provide our forces with everything they need in Afghanistan and [for them] to arrive home safely,” Allen said.

The general told the senators he did not participate in military recommendations that led to Obama’s decision this month to bring home all 33,000 U.S. surge forces from Afghanistan by September 2012, but he agrees with it. The redeployment of 10,000 of those troops this year will begin next month.

“The troops that will be redeployed in July represent the fulfillment of the president’s commitment to both resource the strategy he enunciated at West Point [in December 2009], but also to demonstrate to Afghan leadership the urgency of increased Afghan national security force strength and capability to assume its proper role in securing Afghanistan,” he said.

Allen noted that 68,000 U.S. troops and tens of thousands of NATO forces will remain in Afghanistan after the surge forces redeploy. He added under questioning that it will be enough to continue counterinsurgency operations there, and that if confirmed, he will monitor the drawdown closely.

“It is my intention, as commander, to monitor that progress,” he said. “Should I become concerned that our ability to accomplish our objectives is threatened, I will give forthright recommendations up the chain of command.”

Allen recently became a special assistant to the chairman of the Joint Chiefs of Staff after serving as deputy commander of U.S. Central Command, which oversees the Afghanistan and Iraq theaters. He was the deputy commanding general of Multinational Force Iraq – West and commanded the II Marine Expeditionary Force in Anbar province, Iraq, from 2006 to 2008.

If confirmed as commander in Afghanistan, Allen said he looks forward to serving again with Ryan Crocker, former U.S. ambassador to Iraq and the new ambassador in Afghanistan, and will “fully synchronize” military and civilian efforts there.

Based on his recent time in Afghanistan, Allen said, he agrees with assessments that U.S. and NATO forces have made significant progress there, but that challenges remain.

Afghan and coalition forces control much of the battle space in Afghanistan, including the capital of Kabul, which consists of one-fifth of the population, as well as other population centers in Kandahar and Helmand provinces, the general said.

Military operations increasingly are being led by Afghan forces, which are on track in a surge of their own to meet a goal of 305,000 troops later this year, Allen said.

Asked about the importance of Afghan forces taking over security, Allen said, “It’s essential to the strategy.”

The Afghans also are making much progress in getting Afghan men to leave the insurgency and reintegrate into Afghan society, the general said. About 1,900 Afghan men have been reintegrated from the insurgency and about 3,000 more are waiting reintegration, he said.

Still, “there are significant challenges” in Afghanistan, Allen said, including the need for more operational training and literacy education, and the need to get rid of government corruption in Afghanistan and insurgent safe havens in Pakistan. NATO still needs about 480 more trainers for Afghan troops, he said.

“There are significant challenges, but I believe in the current campaign, … the objectives are attainable,” he said.

Thursday, June 23, 2011

Top Pentagon Doctor Dispenses Leadership Message

By Donna Miles
American Forces Press Service

WASHINGTON, June 22, 2011 – The Pentagon’s top doctor and health affairs advisor yesterday delivered leadership advice to military doctors-in-training and said he’s impressed by the military medical community’s continual quest for improvement.

Dr. Jonathan Woodson said he’s a firm believer that commanders should set the example and lead from the front. So when he paid a visit yesterday to meet with first-year medical students here at the Uniformed Services University of the Health Sciences, he jumped right in with them and rappelled down a 63-foot wall.

“As a prior commander, I believe it’s always good to get out in the field with the troops,” he said as he tied a Swiss seat climbing harness around his body. “And I think commanders always need to demonstrate to the troops that they are willing to do everything you ask them to do.”

Woodson, who assumed his post as assistant secretary of defense for health affairs Jan. 10, is no stranger to the tactical side of military operations. A brigadier general in the Army Reserve, he served as assistant surgeon general for reserve affairs, force structure and mobilization in the Office of the Surgeon General, and as deputy commander of the Army Reserve Medical Command.

During his confirmation hearing last summer before the Senate Armed Services Committee, Woodson pledged to draw on his vast experience as a military medical officer, health-care administrator, teacher, researcher and physician to tackle the challenges confronting the military health system.

Improving care for wounded troops at home and abroad would be one of Woodson’s highest priorities, he told the panel. “The highlight of my career as a surgeon has been caring for the wounded warrior on the battlefield,” he said.

Mingling among the students who will one day provide that care, Woodson asked about their career aspirations and encouraged them to seek balance in their lives. As they prepared to tackle the rappelling tower – the wall of the university’s administration building – he urged them to consider all their opportunities.

“You have to be willing to take on challenges outside your comfort zone,” he said.

Rappelling isn’t part of most medical school curricula, but as Woodson pointed out to the students, the Uniformed Services University is no ordinary medical school. In addition to all the academics and hands-on education provided at other medical schools, the Defense Department’s only medical school also provides a healthy dose of leadership and operational military training.

Assembling the students, Woodson emphasized the dual roles they will serve as doctors and military officers. “You are going to be trained to be great physicians, but you are also going to be trained to be great leaders,” he said.

The rappelling exercise was part of a week of training before the students kick off Operation Kerkesner, a two-week field training exercise at Fort Indiantown Gap, Pa.

Woodson called the field training a critical part of the students’ education as they prepare to enter an expeditionary U.S. military force. “It’s central to what we do in the military,” he said.

Beyond that, he called field training a valuable way to instill other characteristics the students will need when they reach the field and fleet. “This is a prime laboratory for building leaders, building competency and building skills,” he said.

“Leaders are, primarily, individuals who create a vision for people to follow [and] motivate people to go after that common vision. They solve problems,” he said. “So I am looking for them to be superb physicians and leaders. The world is a dark and dangerous place without good leaders, but there is always a bright future when you have good leadership.”

That leadership is vital as the military continually strives to improve the quality of care it provides on the battlefield, as well as in clinical settings, he said.

“After 10 years of war, we can be very proud of the fact that we have brought a lot of skill and professionalism to the battlefield that has resulted in the lowest died-of-wound rate, the lowest disease and non-battle injury rate [and] the highest survival rates,” he said. “We have gotten so proficient and skilled in certain aspects of medicine… that the military medical community is emulating what we do.”

But Woodson said there’s still progress to be made. “We are a learning organization,” always looking for opportunities to improve, he said. “The whole idea is to understand what you are doing, how you can improve, and how you can improve the art and practice of medicine.”

The Uniformed Services University students will be part of the military medical community that continues to pursue that goal, Woodson noted. Not only will be they force multipliers for the services, he said, but their expertise will make them a valuable resource for the nation as a whole.

“So it is very important that we do this right – that we train them right, we develop their skills and competences as they go along,” he said.

Before returning to his Pentagon office, Woodson urged the students to seek him out as they advance through their university training and their military careers.

“Although they stick me away at that desk at the Pentagon, remember, I am here for you,” he said. “So if you want to come by and visit me, pick my brain about things, feel free. Because if I don’t serve your needs, I have no business being there.”

Navy Admiral Challenges Cadets to Reach for the Stars

By Lt. Jeffrey S. Gray, Chief of Naval Personnel - Diversity Directorate Public Affairs

CHICAGO, Ill. (NNS) -- Junior ROTC cadets, faculty, and staff from two publicly-funded military high schools, along with a group of influential civic leaders, were provided an opportunity to engage with a Navy admiral in Chicago, June 13.

Vice Adm. Cecil D. Haney, deputy commander, U.S. Strategic Command, came to Chicago to participate as the commencement speaker for Hyman G. Rickover Naval Academy's third graduation ceremony. While in Chicago, he also visited with cadets at Chicago's Air Force Academy High School and met with civic leaders over lunch at the Pritzker Military Library.

Haney came to Chicago as part of the Navy's diversity outreach efforts to encourage youth from diverse backgrounds to pursue careers in the Navy's officer corps and to pursue college degrees in science, technology, engineering, and mathematics (STEM).

Haney's first stop of the day was to Chicago's Air Force Academy High School, which is located next door to U.S. Cellular Field, home of the Chicago White Sox.

Speaking to cadets in a Junior ROTC class, Haney, a 1974 graduate of the District of Columbia Public Schools' Eastern High School, readily admitted to cadets that he had problems with reading as a student and he wasn't particularly interested in English or history when he was their age.

"I sat in your chair many moons ago, except at Eastern High School, where I went to school in Washington, D.C., I can tell you that it wasn't as high quality as your school here. The facilities were old. Quite frankly I'll tell you I was surrounded by a bunch of knuckle heads. I might have been considered a knuckle head as well," said Haney.

Haney posed the following questions to the cadets: "So how can I be standing in front of you as three-star admiral? Do you think I left high school thinking I'd be an admiral?"

Pointing to the one attribute he thought was key to his success, Haney said, "If there is one thing I'd like you take away from my time here, it would be this; please develop a passion for learning, a passion for learning new things, a passion for learning new things you might not be very good at."

Haney continued, "When I sat in your chair oh so long ago, I wasn't too excited about history and I was less excited about English. But I worked on it over time. Now I have a deep respect, and can't get enough of reading history. You need to explore the full range of academic classes here, because you never know what your true passion or gifts in life are. But if you limit yourself now to only certain experiences, you might find yourself limited later when there's something you really want to do but can't, because you didn't bother to learn something earlier in life."

After spending time at the Air Force Academy High School, Haney next traveled to the Pritzker Military Library.

While at the library, Haney toured the four floors and 40,000-square feet facility, perused a book collection of approximately 30,000 titles and over 9,000 photographs, glass negatives from the American Civil War through the present day, letters and journals from American soldiers, and a sizable collection related to Winston Churchill.

"We try to tell the story of American history through the eyes of the citizen soldier," said Edward C. Tracy, president and chief executive officer of the library. "It's all about the courage and sacrifice."

While also at Pritzker, Haney met with a group of retired veterans who are keen in supporting Navy outreach initiatives, but were particularly interested in learning what was going on at U.S. Strategic Command.

Over lunch Haney provided the group an overview of the mission of the command and answered questions with regard to the organizational structure and the role of the command to combat cyber attacks.

The final stop of the day for Haney was to the Hyman G. Rickover Naval Academy, where he was invited to give the school's annual commencement address. Haney gladly accepted the invitation because he has a history with the school. In October 2007, he participated as the school's Principal for a Day in the city of Chicago's Principal for a Day program. Haney also served aboard the USS Hyman G. Rickover as the boat's engineer.

As the commencement speaker Haney praised the accomplishments of the graduating class and singled out individual achievements. Of particular note, 100 percent of graduating students were accepted to either a post-secondary institution or enlisted in a branch of the military; college bound graduates were accepted to over 70 colleges and universities spanning 24 of the 50 states, including Puerto Rico; and graduates accumulated over $3.2 million in scholarship awards.

In his remarks, Haney stressed that, "Each graduate has a remarkable success story. They're here tonight through a combination of talent, intellect, hard work, imagination, and determination. That's a winning combination I think for continued success in life."

"When I visited the school in 2007 you all were freshmen," Haney continued. "I remember some of you were in Mr. Svelnys' physics class when I stopped by. Not only was I ecstatic about the innovative learning environment I observed, but I was impressed by the demonstrated passion of the students to learn in that classroom. You students took me from station to station, and I still brag about you to my colleagues. I was not only impressed by the innovative learning environment, but your desire to learn and challenge each other, including me."

"Just as each of you is unique, the late Admiral Rickover was a unique individual as well. His drive, his persistence a questioning attitude and his ability to understand the importance of teamwork and a single-minded focus on not just correcting a mistake, but getting to the root cause of failures to prevent their reoccurrence was his respected reputation. As a result of his efforts the United States nuclear Navy was launched and has been very successful."

In closing, Haney implored graduates to look at graduation not as an end but, "Consider this graduation as a beginning. So continue to learn, don't quit, and reach for the stars."

Commenting on Haney's insightful and thoughtful remarks, Rickover Principal Michael Biela stated, "I hope the graduates took away two important lessons from the Admiral's speech; hard work and persistence. Too many of our young people have a low attention span because of the numerous and varied activities they engage in, but if they can develop a strong work ethic and a strong sense of persistence they are going to be just fine."

Diversity outreach is the Navy's effort to bring youth from various backgrounds, a broad range of life experiences, and a common commitment to serve their country into the ranks of its leadership and management team—it's officer corps—by way of the U.S. Naval Academy and the Naval ROTC scholarship program.

STEM outreach is the Navy's attempt to foster the development and expansion of our nation's STEM workforce. The outreach effort exposes children and youth to service members who obtained a STEM degree and demonstrates what career opportunities in STEM can provide.

STEM education is an important focus for the Navy, because it produces knowledge and innovation in the technical areas of weaponry, logistical support, communications and intelligence, and medicine, which gives technical pre-eminence to naval forces, and contributes to its robust scientific and engineering workforce.

Wednesday, June 22, 2011

Face of Defense: Supply Chief Sets Leadership Example

By Marine Corps Staff Sgt. Houston F. White Jr.
Marine Corps Logistics Base Barstow

MARINE CORPS LOGISTICS BASE BARSTOW, Calif., June 22, 2011 – When Marine Corps Master Sgt. Lorenzo Lacy left for a six-month deployment with Marine Central Command in June 2010, he had a considerable task ahead of him.

The Las Vegas native was assigned as the G-4 supply chief for the forward-deployed elements of the 1st Marine Expeditionary Force, which meant his performance directly affected a large number of warfighters in Afghanistan.

Lacy’s job was to coordinate and monitor logistics support requirements for all in-theater elements of the force, constantly observing and evaluating supplies and materials to deployed units.

The 39-year-old faced a number of logistical challenges during his deployment, which took him from Marcent headquarters at MacDill Air Force Base in Tampa, Fla., to Naval Support Activity Bahrain in the Middle East, but he was able to overcome them and accomplish his mission.

“Some of the challenges I faced were the long hours overseas and the varying timeframes between [the United States] and the Middle East,” he said. Maintaining liaison with Marine Corps Logistics Command, Marine Corps Systems Command and Headquarters Marine Corps, and keeping communications between the continental U.S. and the forward units in the fight was, he noted, “a constant battle.”

Marine Corps Lt. Gen. Thomas D. Waldhauser, Marcent commander, cited Lacy’s “superb initiative, expertise and perseverance” during a June 9 ceremony when he was awarded the second Navy and Marine Corps Commendation Medal of his career.

Though he was pleased to do his part in deploying overseas in support of Operation Enduring Freedom, Lacy said, he also found returning to his duties and Marines on base refreshing.

“This award means that I did my job efficiently and effectively while I was deployed, but I’m glad to be back as well,” he said. “I wanted to set the example for the young Marines here that senior Marines are not excluded from deployments and when called upon, we all have to do our part to help the warfighter.

“I always explain to my Marines to never take a job for granted and that everyone’s role has a purpose, no matter how large or how small,” he added.

Tuesday, June 21, 2011

Philip Selton Named Special Agent in Charge of the Intelligence Division at the Washington Field Office

Director Robert S. Mueller, III has appointed Philip A. Selton special agent in charge of the Intelligence Division at the Washington Field Office. Mr. Selton most recently served as section leadership in the Counterterrorism Division at FBI Headquarters. He oversaw management of overseas FBI terrorism cases and FBI personnel assigned to the Department of Defense Combatant Commands.

Mr. Selton started his FBI career as a special agent in 1996, and was assigned to the Newark Division. He worked in the organized crime squad with investigations focused on La Cosa Nostra. In 2002, he was promoted to supervisory special agent. While in this role, he supervised a drug squad targeting Mexican, Colombian and Caribbean criminal enterprises. Later he became the supervisor of an organized crime squad that targeted non-traditional criminal enterprises.

In 2005, Mr. Selton was promoted to unit chief in the FBI Counterterrorism Division at FBI Headquarters and was promoted shortly after to assistant section chief. As assistant section chief, he was responsible for the Counterterrorism Division’s units program managing all al-Qaeda related FBI investigations in the continental U.S.

Mr. Selton was promoted to assistant special agent in charge of the Cleveland Division in 2007. He was responsible for the management of counterterrorism, cyber, security, additional programs and the Toledo Resident Agency.

Prior to his career in the FBI, he graduated from the U.S. Military Academy in West Point, N.Y., and was commissioned as an Army officer. Mr. Selton served five years in the Army, including deployments to Saudi Arabia, Iraq and Kuwait as part of Operation Desert Storm. He was awarded the Bronze Star Medal for combat operations in Iraq. After serving in the military, Mr. Selton worked as a stock broker for four years.

Friday, June 10, 2011

Stanley Draws From Military Experience as Civilian Leader

By Lisa Daniel
American Forces Press Service

WASHINGTON, June 9, 2011 – As the top civilian leader over Defense Department personnel and readiness, Clifford L. Stanley is overseeing service members and their families through changing times. His best experience to guide that leadership, he says, is his 33 years on active duty.

“I’ve smelled the cordite. I’ve actually lived in the mud. I’m an infantry officer, retired,” he said during a June 7 interview with American Forces Press Service. “As a result, there’s a different perspective I bring to the table.”

A retired Marine Corps major general who holds a doctorate degree, Stanley was appointed as undersecretary of defense for personnel and readiness in February 2010. His tenure will include overseeing the drawdown of troops from Iraq and Afghanistan, increasingly unpredictable military and humanitarian missions, personnel improvements for women and gays in the military, and constricting defense budgets.

The military has changed greatly – although not enough, Stanley is quick to say – in the four decades since he joined. When he entered the Marine Corps in 1969, he had very few African-American role models. The Marine Corps had only 100 black officers, he said, and the two most senior were lieutenant colonels. “When I made general, I was it in terms of race and ethnicity,” he said.

The increasingly diverse force has made it easier to work through issues such as discrimination, Stanley said. “With diversity, you actually have a better environment to talk about those issues because people approach the same issues differently.”

Another change for the better, Stanley said, is that people are beginning to take a much broader view of diversity than simply gender, race and ethnicity. “There’s a tendency to think that’s all there is. But there’s a lot more than that,” he said. “I can’t overemphasize that enough.”

Stanley’s passion for diversity of thought extends into the military chain of command. “When people think differently, [other] people have a tendency to quash them,” he said. “When you’re in a regimented environment, not thinking like your boss can be a career ender. I have some challenges to that kind of environment.”

Indeed, he said, “I feel the most comfortable when I’m around people who are not thinking like I’m thinking.

“We need people from different backgrounds, different geographical areas, who’ve gone to different schools, and have different skill sets and talents. One talent is not better than another,” he added. “We can all add to this great nation of strength.”

One thing that has not changed, Stanley said, is the ability of military service, especially combat experience, to break down barriers between people’s differences.

“One of the beauties I observed while serving -- even in an environment that was pretty tough, sometimes hostile -- when you are working side by side and people get to know you, that stuff falls down,” he said. “When they really get to know you, when their life depends on it, there’s no place for it. And they see it.

“When you are working and protecting somebody’s back“ he added, “there’s no place for it.”

Thursday, June 09, 2011

2011 African-American Leadership Summit

U.S. Department of Homeland Security
Federal Emergency Management Agency
Presents:
 
2011 African-American Leadership Summit
Sharing Lessons in Emergency Management
 
Monday, August 1-Tuesday, August 2, 2011
 
Location To Be Announced
Washington, DC
 
*** Registration is free ***
This conference will build partnerships between FEMA and leaders in the national and local African-American communities. Leaders from all levels of government, non-profit, private sector, faith-based and community efforts will come together to discuss the whole community approach to emergency management. Join us to share resources and build relationships that will assist in better preparing your community to protect against, respond to and mitigate all hazards.
 
Please contact Andrea Williams with any questions at andrea.m.williams@dhs.gov or 202-646-2643
 
Andrea Maria Williams, M.L.A.
Intergovernmental Affairs Specialist
Federal Emergency Management Agency
Phone: 202-646-2643
Cell: 202-679-6128
Fax: 202-646-3208
Email: andrea.m.williams@dhs.gov

Sunday, June 05, 2011

CNIC Shore Leadership Training Center Graduates First Class

By Mass Communication Specialist 1st Class (SW/AW) Monique K. Hilley, Commander Navy Installations Command Public Affairs

WASHINGTON (NNS) -- Commander, Navy Installations Command (CNIC) graduated its first Senior Shore Leadership Course (SSLC) at CNIC Headquarters May 20.

Sixteen prospective commanding officers, chiefs of staff, executive officers and command master chiefs, representing six Navy regions, graduated from the two week course.

Upon graduation, students travelled to San Diego to attend the first offering of the Emergency Management for Senior Leaders Course (EMSLC), which took place May 23-27.

"This course prepares senior military officers (O-4 and above) and senior civilian supervisors for the complex task of shore installation management (SIM), including the management of civilian personnel, financial and facility resources, and myriad complex enterprise requirements needed to optimally support the Fleet, Fighter and Family," said Mike Crockett, of CNIC Headquarters' N733, Training and Readiness Division.

CNIC recently established its Shore Leadership Training Center (SLTC) in Norfolk, Va. and, with this initiative, embarked on a revolutionary enterprise transformation of shore leadership training. Both the Senior Shore Leadership Course and the Emergency Management for Senior Leaders Course fall under the umbrella of the Shore Leadership Training Center, which is designed to prepare senior leaders for the challenging and unique environment of shore installation management.

"The former 13.5 day Senior Shore Station Leadership Course (SSSLC) experienced an extreme course makeover, resulting in two separate courses: A ten day professionally-facilitated Senior Shore Leadership Course (SSLC) and a five day Emergency Management for Senior Leaders Course (EMSLC)," said Crockett.

Many lessons were significantly modified to improve time, content and focus and new lessons on Encroachment, Energy and a scenario-based course-threading practical were added to the SSLC curriculum, reinforcing the knowledge and skills necessary for shore leadership to succeed in challenging and multi-faceted demands of SIM. All primary Emergency Management, Training, Readiness software application training and Emergency table-top exercise scenarios were extracted from the SSLC and inserted into the newly created Emergency Management for Senior Leaders follow-on course at the Shore Training Center (STC) in San Diego. Also, much of the course content is now available online via a virtual office, a green initiative that resulted in a 70 percent reduction in paperwork for the course.

In addition, with CNIC N7's assumption of course management, the curriculum and overall execution is professionally facilitated, providing linkage in context, capturing lessons learned and allowing improvements to be made in real-time each day.

The SSLC, which is hosted at CNIC Headquarters at the Navy Yard in Washington, D.C. and offered approximately four times per year, is required for Navy Installations Command (NIC) prospective commanding officers, prospective executive officers, and regional chiefs of staff, and on an availability basis, command master chiefs. Additionally, command-recommended NIC civilian supervisors, program director and program managers (GS-14 and above) may attend on a space-available basis.

"With the shore enterprise comprised of 11 regions and 73 installations worldwide, the SSLC is an excellent opportunity for CNIC to shape, communicate and influence the most effective and efficient delivery of Fleet, Fighter and Family support during this brief training experience," said Crockett.

During the SSLC, students will receive 10 days of CNIC-focused education and training in functional areas typically encountered at Navy shore commands. Presentations, seminars, case studies and professional readings include CNIC enterprise operations and administration, Strategic Business Planning, Budgeting, Manpower and Human Resources, Labor Relations, Communications, Operations, Fire and Emergency Services, Public Relations/Media Training, Family Services, Legal, Navy Exchange, Safety, Funeral Services/ Casualty Assistance Calls Officer, Facilities, Energy Conservation, Inspector General, and Environmental. There is also a commanding officer leadership question & answer (Q&A) panel.

Approximately four elective working lunches (Air Operations, Port Operations, Joint-Basing and Encroachment) are included in the SSLC curriculum. An Installation Commanding Officers Antiterrorism (COAT) course (A-1B-0500) is embedded in the course, which satisfies the DoD and OPNAV Antiterrorism Standard requirements for Installation Commanding Officer Level III antiterrorism training for prospective commanding officers. This course also includes and meets requirements for Basic Environmental Law (A-4A-0058), NEPA Executive Overview (A-4A-0076) and Explosive Safety and Environmental Risk Management Ammo-33 (A-4E-3002) course completion.

"This course is the first opportunity for many of these prospective leaders to gain an understanding of the CNIC enterprise, their future shore installation management responsibilities, and the critical programs, policies, procedures and knowledge necessary for a successful tour at an Installation, Region or at Headquarters," said Crockett.

The next SSLC course will take place August 1-12, 2011 at CNIC Headquarters at the Washington Navy Yard.