Charles M. Campbell
January 15, 2010 - This week, the Senior Military Medical Advisory Committee (SMMAC) approved the Military Health System Information Management/Information Technology Strategic Plan for 2010-2015. Leaders from the Army, Navy, Air Force, Health Affairs (HA), TRICARE Management Activity (TMA), Joint Staff, the Joint Task Force National Capital Region Medical (JTF CapMed), and the MHS Office of the Chief Information Officer (OCIO) gathered during the summer of 2009 for a series of offsite workshops to develop the plan. Revisions and leadership approval occurred during the fall months. I see this plan as the roadmap that will guide the organization, and I am excited about putting forth a strategy that commits key resources to the critical initiatives that are needed to meet the MHS core IM/IT objectives. The plan is a living document that IM/IT leaders will formally review on an annual basis.
While there have been strategic planning initiatives that have guided our key priorities throughout the last ten years, this effort by IM/IT leadership across the Services will be our first formally approved plan since 1999. Our strategic plan describes the ten IM/IT goals that MHS will focus on over the next five years, how these goals create mission value, and the initiatives MHS will undertake to be successful. We believe that attaining these goals will allow us to deliver value on two fronts. First, by delivering on Enterprise Intelligence, Electronic Health Record, Personal Heath Agenda, and Interoperability, the MHS will have the IM/IT capabilities needed to become a knowledge-based, patient-centered, systems-minded organization. Second, we will build the necessary culture, processes, tools, and human capital to transform into an optimal IM/IT delivery team.
This strategic plan represents a defining moment for the IM/IT community, a time when we embrace our challenges as opportunities and translate strategy into action. As described in the plan, we cannot meet our objectives and goals without the adoption of executable action plans, and during the 2009 strategic planning workshops, functional and technical leaders of the IM/IT community drafted 13 unique action plans and 14 performance measurements to define specific activities, deliverables and milestones. In the months ahead, the IM/IT strategic planning team will work with these action plan teams across the MHS, and updates will be provided on a regular basis.
Friday, January 15, 2010
Thursday, January 14, 2010
Supervisory Leadership Seminar I: Frontline Supervision Skills
Designed for new Federal supervisors, this seminar will teach you the "nuts and bolts" of frontline supervision and give you the tools you need to transition successfully into the supervisory role. You will learn critical skills for managing human resources within Federal personnel rules, establishing and implementing an effective performance management process, maintaining high performing employees and, when all else fails, employing discipline and termination procedures.
How You Will Benefit
• Familiarize yourself with the Business Acumen Executive Core Qualification
• Understand merit system principles as the foundation of Federal civil service and apply them to supervising your employees
• Learn appropriate personnel actions for recruiting hiring and retaining Federal employees
• Discover how to set appropriate expectations and encourage effective performance
• Learn how to take appropriate legal action to discipline and terminate poor performers or those who violate workplace behavioral standards
• Network with peers to ease your transition to supervisor
More Information
http://www.leadership.opm.gov/Programs/Management-and-Supervisory-Skills/SLSS/Index.aspx
How You Will Benefit
• Familiarize yourself with the Business Acumen Executive Core Qualification
• Understand merit system principles as the foundation of Federal civil service and apply them to supervising your employees
• Learn appropriate personnel actions for recruiting hiring and retaining Federal employees
• Discover how to set appropriate expectations and encourage effective performance
• Learn how to take appropriate legal action to discipline and terminate poor performers or those who violate workplace behavioral standards
• Network with peers to ease your transition to supervisor
More Information
http://www.leadership.opm.gov/Programs/Management-and-Supervisory-Skills/SLSS/Index.aspx
Briefing and Intent
A fire incident can be chaotic, confusing and complex. Most certainly it is dynamic, with change ever occurring, sometimes at a rapid and unexpected pace. The successful leader is able to make sense of the chaos and develop a credible plan. He or she is then able to communicate that plan, win support from others and thus the ability to implement.
Leadership is influencing people-by providing purpose, direction and motivation-while operating to accomplish the mission and improve the organization.
One of the key factors in directing and communicating any plan is to conduct a Briefing. Briefings are required when a change in the incident environment, assignment or personnel occurs. The beginning of an operational shift, a change in tactics or procedures, or orientation for a newly-assigned resource-these are a few examples of when a briefing would be necessary. At the heart of every briefing is Leader's Intent, or what the goal is.
In this portion of the Leadership Toolbox you will find some useful information and techniques to help you become a better communicator. "Affect Them with Intent" expounds on the role and purpose of Leader's Intent. There is a link to an article by U.S. Army Lieutenant Colonel Lawrence Shattuck on intent and command presence. "What a Good Briefing Will Cover" details the briefing checklist found on the back of the Incident Response Pocket Guide. "Tips for the Timid and the Bold" offers some helpful suggestions on improving your briefing skill. Finally, the "Ten Commandments of Good Listening" offers some principles to improve listening skills.
READ ON
http://www.fireleadership.gov/toolbox/briefing_intent/index.html
Leadership is influencing people-by providing purpose, direction and motivation-while operating to accomplish the mission and improve the organization.
One of the key factors in directing and communicating any plan is to conduct a Briefing. Briefings are required when a change in the incident environment, assignment or personnel occurs. The beginning of an operational shift, a change in tactics or procedures, or orientation for a newly-assigned resource-these are a few examples of when a briefing would be necessary. At the heart of every briefing is Leader's Intent, or what the goal is.
In this portion of the Leadership Toolbox you will find some useful information and techniques to help you become a better communicator. "Affect Them with Intent" expounds on the role and purpose of Leader's Intent. There is a link to an article by U.S. Army Lieutenant Colonel Lawrence Shattuck on intent and command presence. "What a Good Briefing Will Cover" details the briefing checklist found on the back of the Incident Response Pocket Guide. "Tips for the Timid and the Bold" offers some helpful suggestions on improving your briefing skill. Finally, the "Ten Commandments of Good Listening" offers some principles to improve listening skills.
READ ON
http://www.fireleadership.gov/toolbox/briefing_intent/index.html
Michigan, Kansas lead Guard efforts to stop suicide
Editor's Note: A critical leadership issue as well as leadership being used as part of the solution.
By Army Sgt. 1st Class Jon Soucy
National Guard Bureau
(1/13/10) -- The National Guard has taken many steps to reduce the number of suicides within its ranks and has instituted a number of programs aimed at both building resiliency among its members and ensuring that those who need help receive the care they need.
Many of those programs are built on framework that has already been established within the military. In Michigan, that concept was used for the Buddy to Buddy program.
“It’s an initiative that we came up with (when we) realized that the Army has been around for a long, long time and has an established a chain of command,” said Army Brig. Gen. James R. Anderson during the 2010 Suicide Prevention Conference held here Jan. 12
The program provides training on listening skills and warning signs to watch out for and allows squad leaders and others to look out for their Soldiers.
“Soldiers take care of Soldiers, it’s just the nature of the business,” said Anderson, who is the assistant adjutant general for the Michigan Army National Guard.
The goal, however, is not to train Soldiers as care providers.
“We’re not trying to turn our Soldiers into mental health providers,” said Anderson. “We’re trying to teach our Soldiers some listening skills and communication skills to elicit from that other Soldier and possibly steer them in that right direction.”
For those who have served overseas, the deployment experience can form strong bonds among unit members.
However, unlike those in the active component who return from overseas and largely still have that unit and those bonds in place, returning Guard members may only see their fellow unit members at monthly drills.
“They come home and we do a wonderful job of welcoming Soldiers home … our communities love our Soldiers,” said Anderson. “They come home and then they go back to these counties, and there is no longer the close knit group of people. They’re out there on their own. That’s tough.”
The Buddy to Buddy program is an attempt to bridge that gap.
“The buddy to buddy program is an effort to keep people in contact with one another,” said Anderson. “To keep that squad leader and that platoon sergeant and that unit talking to one another and supporting one another, keeping connected and reducing the stigma (of possibly needing help).
“Your buddy is going to know you better than anybody else, he’s been with you to war and he understands the issues that you may or may not have.”
The importance of understanding the experiences of serving in a combat zone is something that has been brought up by many veterans.
Dr. John Greden of the University of Michigan Depression Center, who has worked with the Michigan Guard in building its programs, said that point was brought home while working with a returning veteran.
“He said if you haven’t been there, you don’t’ get it,” said Greden. “I think it hit me. I haven’t been there. And I think (talking with) another veteran who has been there makes it O.K. to get help.”
In addition to the Buddy to Buddy program, the Michigan Guard has also instituted the Road to Re-integration program, which brings Soldiers and their families together at the 45, 60 and 90 day points after returning from a deployment.
The goals of the program are much the same as the Buddy to Buddy, but provide Soldiers with access to mental health providers and other professional care outlets.
Similar programs have been instituted by other states, and the program has come a long way since its debut.
“It’s an awesome experience,” said Anderson about the program. “But, we’ve learned it the hard way. The rule was, initially, don’t touch them for 90 days. We learned that was a terrible, terrible thing to impose on our Soldiers.”
That point was brought home when Soldiers from an infantry unit got together after 90 days apart.
“When those Soldiers got back together it was just so, so emotional,” said Anderson. “They just wanted to be with one another.”
The Road to Re-integration program in Michigan has seen an increase in the numbers of those who attend.
“In 2005, we had 22 percent of our Soldiers attending these weekends,” said Anderson. “In 2009, 93 percent were attending with their families.”
As with many things, early detection and treatment is one of the keys to success.
Mental health is no different, and the Kansas National Guard’s Flash Forward program is designed to ensure those deploying receive training on the warning signs of suicide and depression prior to going overseas.
“It’s a seven hour plug-and-play training program,” said Army Maj. Paul Gonzalez of the Kansas Army Guard. “We developed it that way so if you want to talk about leadership we can do that, if you want to talk about spirituality we can do that. It’s more plug and play rather than just taking it from the very beginning to an end state.”
The program covers the five components of resiliency training -- social, emotional, physical, spiritual and family. “It’s all intertwined,” Gonzalez said. “Family may be a little bit of social, so we’re trying to intertwine it all together.”
One of the pieces of the program includes Web-based, interactive training modules that allow servicemembers to build on the skills they have learned in previous training block. The training culminates in an online interaction with instructors, who may or may not manifest symptoms indicating depression or other mental health needs.
Feedback is given during the interaction and allows the servicemember to track his or her progress.
“As you’re interacting with this individual he gives you his trust factor,” said Gonzalez. “Does he like what you’re talking to him about? Are your objectives being met? If you do not meet your objectives when you are done, he pushes you back after your AAR and retrains the Soldier or the Airman.”
The Kansas Guard has also been following the active Army’s Comprehensive Soldier Fitness Program.
“We’re trying to take that program and see what fits for us,” Gonzalez said. “We are a little bit different, we only drill 39 days a year, and we don’t have a lot of time that the active component does. So we’re trying to build something that works for us when we’re building our resiliency training program.”
In the end, that’s what it comes down to, said Anderson.
“Less than one percent of the population chooses to wear the uniform,” said Anderson. “We have a commitment to provide them with what they need so that their life is fulfilling and their reintegration back to being a citizen is successful.”
By Army Sgt. 1st Class Jon Soucy
National Guard Bureau
(1/13/10) -- The National Guard has taken many steps to reduce the number of suicides within its ranks and has instituted a number of programs aimed at both building resiliency among its members and ensuring that those who need help receive the care they need.
Many of those programs are built on framework that has already been established within the military. In Michigan, that concept was used for the Buddy to Buddy program.
“It’s an initiative that we came up with (when we) realized that the Army has been around for a long, long time and has an established a chain of command,” said Army Brig. Gen. James R. Anderson during the 2010 Suicide Prevention Conference held here Jan. 12
The program provides training on listening skills and warning signs to watch out for and allows squad leaders and others to look out for their Soldiers.
“Soldiers take care of Soldiers, it’s just the nature of the business,” said Anderson, who is the assistant adjutant general for the Michigan Army National Guard.
The goal, however, is not to train Soldiers as care providers.
“We’re not trying to turn our Soldiers into mental health providers,” said Anderson. “We’re trying to teach our Soldiers some listening skills and communication skills to elicit from that other Soldier and possibly steer them in that right direction.”
For those who have served overseas, the deployment experience can form strong bonds among unit members.
However, unlike those in the active component who return from overseas and largely still have that unit and those bonds in place, returning Guard members may only see their fellow unit members at monthly drills.
“They come home and we do a wonderful job of welcoming Soldiers home … our communities love our Soldiers,” said Anderson. “They come home and then they go back to these counties, and there is no longer the close knit group of people. They’re out there on their own. That’s tough.”
The Buddy to Buddy program is an attempt to bridge that gap.
“The buddy to buddy program is an effort to keep people in contact with one another,” said Anderson. “To keep that squad leader and that platoon sergeant and that unit talking to one another and supporting one another, keeping connected and reducing the stigma (of possibly needing help).
“Your buddy is going to know you better than anybody else, he’s been with you to war and he understands the issues that you may or may not have.”
The importance of understanding the experiences of serving in a combat zone is something that has been brought up by many veterans.
Dr. John Greden of the University of Michigan Depression Center, who has worked with the Michigan Guard in building its programs, said that point was brought home while working with a returning veteran.
“He said if you haven’t been there, you don’t’ get it,” said Greden. “I think it hit me. I haven’t been there. And I think (talking with) another veteran who has been there makes it O.K. to get help.”
In addition to the Buddy to Buddy program, the Michigan Guard has also instituted the Road to Re-integration program, which brings Soldiers and their families together at the 45, 60 and 90 day points after returning from a deployment.
The goals of the program are much the same as the Buddy to Buddy, but provide Soldiers with access to mental health providers and other professional care outlets.
Similar programs have been instituted by other states, and the program has come a long way since its debut.
“It’s an awesome experience,” said Anderson about the program. “But, we’ve learned it the hard way. The rule was, initially, don’t touch them for 90 days. We learned that was a terrible, terrible thing to impose on our Soldiers.”
That point was brought home when Soldiers from an infantry unit got together after 90 days apart.
“When those Soldiers got back together it was just so, so emotional,” said Anderson. “They just wanted to be with one another.”
The Road to Re-integration program in Michigan has seen an increase in the numbers of those who attend.
“In 2005, we had 22 percent of our Soldiers attending these weekends,” said Anderson. “In 2009, 93 percent were attending with their families.”
As with many things, early detection and treatment is one of the keys to success.
Mental health is no different, and the Kansas National Guard’s Flash Forward program is designed to ensure those deploying receive training on the warning signs of suicide and depression prior to going overseas.
“It’s a seven hour plug-and-play training program,” said Army Maj. Paul Gonzalez of the Kansas Army Guard. “We developed it that way so if you want to talk about leadership we can do that, if you want to talk about spirituality we can do that. It’s more plug and play rather than just taking it from the very beginning to an end state.”
The program covers the five components of resiliency training -- social, emotional, physical, spiritual and family. “It’s all intertwined,” Gonzalez said. “Family may be a little bit of social, so we’re trying to intertwine it all together.”
One of the pieces of the program includes Web-based, interactive training modules that allow servicemembers to build on the skills they have learned in previous training block. The training culminates in an online interaction with instructors, who may or may not manifest symptoms indicating depression or other mental health needs.
Feedback is given during the interaction and allows the servicemember to track his or her progress.
“As you’re interacting with this individual he gives you his trust factor,” said Gonzalez. “Does he like what you’re talking to him about? Are your objectives being met? If you do not meet your objectives when you are done, he pushes you back after your AAR and retrains the Soldier or the Airman.”
The Kansas Guard has also been following the active Army’s Comprehensive Soldier Fitness Program.
“We’re trying to take that program and see what fits for us,” Gonzalez said. “We are a little bit different, we only drill 39 days a year, and we don’t have a lot of time that the active component does. So we’re trying to build something that works for us when we’re building our resiliency training program.”
In the end, that’s what it comes down to, said Anderson.
“Less than one percent of the population chooses to wear the uniform,” said Anderson. “We have a commitment to provide them with what they need so that their life is fulfilling and their reintegration back to being a citizen is successful.”
Army Guard selects new command sergeant major
By Spc. Darron Salzer
National Guard Bureau
(1/14/10) -- Command Sgt. Maj. Richard J. Burch of the Nebraska National Guard has been named the new command sergeant major of the Army National Guard, Guard officials announced this week. He is scheduled to arrive here in February and says that he is looking forward to the experience.
“It’s a huge honor for me to be selected by the leadership of the Army National Guard,” said Burch. “With that honor comes responsibility. I’ve never been one to shirk responsibility. I’ve probably always sought out more responsibility.”
Burch, who has been in the Army National Guard for over 30 years, has worked in several different career fields, including quartermaster, recruiting and retention, human resources, and with an Area Support Group.
“I’ve got a diverse background that I can bring forward and be able to positively impact the future of the Army National Guard, the future of the Soldiers, and the challenges that they may face as they meet their career goals,” he said.
Burch said he looks forward to working with the Soldiers and non-commissioned officers of the Army National Guard nationwide, because “we have a lot to offer this great nation.”
As the top enlisted Soldier in the Army National Guard, Burch is in a position to continue the Army National Guard’s success, and ensure that all members are continuing their own successes.
“I am now the senior enlisted advisor for the director of the Army National Guard, and with that position title comes the responsibility to act on the behalf of all the enlisted Soldiers and noncommissioned officers of the Army National Guard.”
Burch also said the Army National Guard needs to not only ensure that it continues to maintain its mission focus, but take into account a Soldier’s welfare, which includes things such as family readiness, Soldier preparedness, and personal and professional growth.
One thing that Burch says he hopes to accomplish is to work with the Army to integrate the Army National Guard into the Army Career Tracker system.
“The integration of the (Army National Guard) into (this) system will allow us to take credit for what we have already done,” Burch said. “The Army Career Tracker system provides a place where Soldiers can go and track the things that they have done, not only in the military, but on the civilian side as well, such as college and universities.”
Meeting career goals is important for Burch, but like so many Soldiers today, he struggled initially to find his place among the ranks early in his career.
“When I first enlisted, I wasn’t real sure what my plans were in the Army National Guard,” he said. “Within three to four years of being in the Army National Guard, my whole outlook changed. I put myself into high gear and pushed myself do what I needed to do.”
Burch said it’s also important to focus on your family and spouse. “You have to find a balance that allows you to continue to progress on the professional side, but maintain the appropriate levels on the personal side as well. If you can’t find that balance, have someone to go to, such as a mentor to help you find that balance.”
From his perch as the new top enlisted Soldier in the Army National Guard, Burch has some advice for those in the junior enlisted ranks.
“Seek out those opportunities, because if senior noncommissioned officers know where you want to go, they can help you get there and provide you with potential expectations that you might see along the road that you’ll have to fulfill,” he said, adding: “Finding a mentor along the way is important as well.”
Burch said in his early days he looked to his company commander. “There were a few others along the way that also helped me to sustain that mind set and my drive to move forward.”
That drive has helped to propel himself to this new position. “I’ve had plenty of challenges, and it’s been a great ride so far,” he said. “I hope it continues.”
THE LEADER BEFORE THE CHALLENGE OF (A) REPUTATION, (B) ‘CUSTOMER SERVICE’, AND (C) ETHICS IN EPIC TIMES! By Andres Agostini
One of the greatest risks – increasingly so in this wildest eons-streaming era – is the human factor, chiefly the wrongly over-empowered one. It is acknowledged that human beings are “flawed.” Flawed human beings are a function of flawed genetics of said human beings. If scientific and unimpeachable scientific truth is observed, then is significant the ensuing paradigm: “anything (anyone) operating ‘now’ is already obsolete and if not qualitatively upgraded (including the humans), it will grow more and more obsolete.”
Not too long ago a humanely humanitarian, Prof. Malcolm Knowles, Ph.D., heavily involved in education addressed at length about human obsolescence. While Dr. Bertrand Russell indicated: “I know of more people who’d rather die THAN THINK.” Before that Sir Francis Bacon stated, “HE THAT WILL NOT APPLY NEW REMEDIES MUST EXPECT NEW EVILS, FOR TIME IS THE GREATEST INNOVATOR.”
Flawed genetics of said human beings are a function of flawed composition and disposition of the atomic and sub-atomic arrangement of such genetics. And there we can go on towards a much better root cause (seeking the most minuscule granularity of the so-called “details”). In the final analysis, way too many people – in business or Main Street – have major problems of ethics and morality, structurally and in excelsis.
Can you imagine scientists with “flawed” morality making sophisticated and large-scale decisions in order to counter (institute countermeasures as per the applied omniscience and through the systems perspective) the immense existential perils posed by climate and geology globally, that is: on the face of Earth? If some of the most advanced nations failed in the Copenhagen summit about the global climate crisis, How can anyone – in his / her right mind – expect that simpler undertakings (such as an airline’s right customer service “strategy”) will work optimally? Really?
In many blogs and postings I have strongly suggested a solution to prominent representatives of the new high-tech and omniscience “deities” in the “Warped Passages” multiversed block. Ergo, Why don't we pull out a genes-re-engineered vaccine to fix the "gangster" gene cluster(s)?
It is NOT about optimum managers with “soft skills” making their customers feel at home. This is an immeasurable understatement if the “quid pro quo” exchange is left alone without first and foremost eradicating the actual root problem (incessantly, systemically, and systematically violation of principles, values, ethics, and morality in crescendo for Life). Even when scientists speak about phenotype, it is even beyond scientific proof that when genotypes are better the can sustain the “demands” of the environment, including those demands that damage a child’s life into an “unhealthy” adulthood.
If the global crisis of customer services (and for that matter of best-practiced leadership, management, and business), or the global crisis of geopolitics, climate, geology is acknowledged and cope with IN ACTUALITY, then it would have to be understood that all of that crises are a function of the GLOBAL CRISIS OF CORRUPTION, the mother of all crises.
The GLOBAL CRISIS OF CORRUPTION hugely propelled ubiquitously by the level of population and the ill-and-evil empowerment but pervasive and yet inexpensive technology of each one of the 750 billion souls on Earth.
There is not a facet in personal, professional, and organization life that has not been touched by the extreme empowerment of corruption. ANY MANAGEMENT PRESCRIPTION – THOUGH EXTREMELY INTERESTING – WILL RESULT IN AN ABSURD OVER-REDUCTIONISM.
Anything related to academia and relevant to non-fiction publishing, especially in times of open-ended online communications, must be a solemn act of profound meditation and long pondering as per my view, respectful of that of others. Subsequently, I like to add these luminary quotations for the thoughtful reader’s best consideration:
Sir Winston Churchill: "THE EMPIRES OF THE FUTURE ARE THE EMPIRES OF THE MIND."
Thomas Jefferson: "I PREFER THE STORIES OF THE FUTURE THAN HISTORY (PAST)."
Friedrich Wilhelm Nietzsche: "IS OUR FUTURE THAT LAYS DOWN THE LAW OF OUR TODAY?"
Not too long ago a humanely humanitarian, Prof. Malcolm Knowles, Ph.D., heavily involved in education addressed at length about human obsolescence. While Dr. Bertrand Russell indicated: “I know of more people who’d rather die THAN THINK.” Before that Sir Francis Bacon stated, “HE THAT WILL NOT APPLY NEW REMEDIES MUST EXPECT NEW EVILS, FOR TIME IS THE GREATEST INNOVATOR.”
Flawed genetics of said human beings are a function of flawed composition and disposition of the atomic and sub-atomic arrangement of such genetics. And there we can go on towards a much better root cause (seeking the most minuscule granularity of the so-called “details”). In the final analysis, way too many people – in business or Main Street – have major problems of ethics and morality, structurally and in excelsis.
Can you imagine scientists with “flawed” morality making sophisticated and large-scale decisions in order to counter (institute countermeasures as per the applied omniscience and through the systems perspective) the immense existential perils posed by climate and geology globally, that is: on the face of Earth? If some of the most advanced nations failed in the Copenhagen summit about the global climate crisis, How can anyone – in his / her right mind – expect that simpler undertakings (such as an airline’s right customer service “strategy”) will work optimally? Really?
In many blogs and postings I have strongly suggested a solution to prominent representatives of the new high-tech and omniscience “deities” in the “Warped Passages” multiversed block. Ergo, Why don't we pull out a genes-re-engineered vaccine to fix the "gangster" gene cluster(s)?
It is NOT about optimum managers with “soft skills” making their customers feel at home. This is an immeasurable understatement if the “quid pro quo” exchange is left alone without first and foremost eradicating the actual root problem (incessantly, systemically, and systematically violation of principles, values, ethics, and morality in crescendo for Life). Even when scientists speak about phenotype, it is even beyond scientific proof that when genotypes are better the can sustain the “demands” of the environment, including those demands that damage a child’s life into an “unhealthy” adulthood.
If the global crisis of customer services (and for that matter of best-practiced leadership, management, and business), or the global crisis of geopolitics, climate, geology is acknowledged and cope with IN ACTUALITY, then it would have to be understood that all of that crises are a function of the GLOBAL CRISIS OF CORRUPTION, the mother of all crises.
The GLOBAL CRISIS OF CORRUPTION hugely propelled ubiquitously by the level of population and the ill-and-evil empowerment but pervasive and yet inexpensive technology of each one of the 750 billion souls on Earth.
There is not a facet in personal, professional, and organization life that has not been touched by the extreme empowerment of corruption. ANY MANAGEMENT PRESCRIPTION – THOUGH EXTREMELY INTERESTING – WILL RESULT IN AN ABSURD OVER-REDUCTIONISM.
Anything related to academia and relevant to non-fiction publishing, especially in times of open-ended online communications, must be a solemn act of profound meditation and long pondering as per my view, respectful of that of others. Subsequently, I like to add these luminary quotations for the thoughtful reader’s best consideration:
Sir Winston Churchill: "THE EMPIRES OF THE FUTURE ARE THE EMPIRES OF THE MIND."
Thomas Jefferson: "I PREFER THE STORIES OF THE FUTURE THAN HISTORY (PAST)."
Friedrich Wilhelm Nietzsche: "IS OUR FUTURE THAT LAYS DOWN THE LAW OF OUR TODAY?"
Leadership Competency Development Model
The U.S. Fish and Wildlife Service has a long and proud tradition of achieving our mission through scientific excellence and leadership. The Service has maintained its preeminent role in these areas by “growing leadership” through employee development. As a continuation of this heritage, the Service’s Leadership Competency Development Model has been developed to assist with the continuous learning efforts of our employees, and to guide employees at all levels and in all functions toward excellence in addressing the Service’s mission.
The Service’s Leadership Competency Development Model is provided in response to employee interest in knowing what skills or experiences are needed in order to succeed in leadership positions, and also in response to the Service Directorate’s commitment to ensure that our agency continues to have a cadre of employees who are prepared for advancement to senior conservation leadership positions. The Model was developed based on input from over 600 leaders and includes Wage Grade leaders to Senior Executive leaders. The Model identifies attributes that an employee should obtain, at whatever his or her level or job in the Service, to enhance readiness for positions of greater responsibility. This Model also enhances and compliments the scientific and natural resources management knowledge and skills that remain critical to employee performance and success in conservation leadership.
Value of the USFWS Leadership Competency Development Model
The USFWS Leadership Competency Development Model assists Service employees in the identification of the mission critical competencies or priority areas our Service leadership deemed significant at four different organizational levels of leadership. This tool was developed for the purpose of educating leaders at all levels regarding the competencies required for their success at each leadership level. For the leader who has reached their target level, this tool can be used to help identify strengths and areas for improvement for the purpose of continuous learning. For the individual aspiring to the next leadership level, this tool can be used to help create an Individual Development Plan (IDP). Supervisors can use this Model as a tool in coaching and mentoring their aspiring subordinates.
The USFWS Leadership Competency Development Model was developed to help prepare you to be a more effective leader in the Service. The Model answers the question regarding what competencies our Service leaders feel are most important for success in our agency. While the intent is not to minimize or downplay the importance of striving for excellence in all 28 leadership competencies, it is helpful for Service employees to know what Service leadership believes to be the top mission critical competencies for our agency leaders.
How to Use This Tool
This tool is designed so the reader can reference information by various methods. The following information is provided to accurately describe what each leadership competency looks like:
• A definition of a competency
• A description of the importance of the competency to a Service leader
• A description of how the competency is demonstrated in the Service
• The elements that make up the competency for a particular organizational level
• The behaviors that make up the element
• A listing of potential developmental activities that can be used to increase or develop competence
Bridging Organizational Cultures
Forging Alignment and Capitalizing on Differences
Collaboration among groups and organizations is the working model for 21st century government because it enhances seamless customer service, maximizes resources and translates extremely complex issues to all parties. The very culture of an organization-shared basic assumptions, patterns of problem solving and relationships-is critical to the success of any project or collaborative effort.
This seminar addresses the challenges and opportunities of working across organizational boundaries by identifying and working with subcultures within a single agency. You will learn how to improve the outcome of interagency efforts such as individual projects or task forces. You will also learn how to establish creative, fruitful partnerships among public, private and nonprofit organizations. Working with colleagues from other agencies, you will gain valuable insights into the dynamics of organizational differences as well as how to manage and lead across cultural boundaries.
How You Will Benefit
• Understand the key elements of an organization's culture.
• Map the cultural and subcultural terrains important to your task
• Recognize the potential of these cultures to undermine collaborative action
• Learn how inherited stereotypes, historical mistrust or competition can drive behavior (and how this can be overcome in order to foster true collaboration)
• Apply proven models to your own workplace situation, including strategies for developing productive partnerships and processes for facilitating transitions
• Practice using key tools and skills for effective, innovative work across organizational boundaries
Who Should Attend
Leaders who wish to effect collaborative action across teams, units and other organizational boundaries-for those anticipating these challenges as well as those already in the throes of meeting them.
More Information
http://www.leadership.opm.gov/programs/Management-and-Supervisory-Skills/BOC/Index.aspx
Collaboration among groups and organizations is the working model for 21st century government because it enhances seamless customer service, maximizes resources and translates extremely complex issues to all parties. The very culture of an organization-shared basic assumptions, patterns of problem solving and relationships-is critical to the success of any project or collaborative effort.
This seminar addresses the challenges and opportunities of working across organizational boundaries by identifying and working with subcultures within a single agency. You will learn how to improve the outcome of interagency efforts such as individual projects or task forces. You will also learn how to establish creative, fruitful partnerships among public, private and nonprofit organizations. Working with colleagues from other agencies, you will gain valuable insights into the dynamics of organizational differences as well as how to manage and lead across cultural boundaries.
How You Will Benefit
• Understand the key elements of an organization's culture.
• Map the cultural and subcultural terrains important to your task
• Recognize the potential of these cultures to undermine collaborative action
• Learn how inherited stereotypes, historical mistrust or competition can drive behavior (and how this can be overcome in order to foster true collaboration)
• Apply proven models to your own workplace situation, including strategies for developing productive partnerships and processes for facilitating transitions
• Practice using key tools and skills for effective, innovative work across organizational boundaries
Who Should Attend
Leaders who wish to effect collaborative action across teams, units and other organizational boundaries-for those anticipating these challenges as well as those already in the throes of meeting them.
More Information
http://www.leadership.opm.gov/programs/Management-and-Supervisory-Skills/BOC/Index.aspx
Organizational Leadership for Executives
If you are a 21st-century Federal Government executive, conflicting priorities crowd the top of your list. You must constantly redesign the structure and culture of your workplace, yet never waver from your agency’s mission. You need time to reflect on and hone your own leadership skills to maintain authority and trust, yet you must never take your mind off successful day-to-day operations. The Federal Executive Institute's Organizational Leadership programs can help you balance these and other competing issues. We have a long history of helping senior executives plan, communicate, and implement the steps between vision and accomplishment, and you will benefit from our insights into why agencies fall short of their goals.
We will walk you through staff assessments that will teach you to value individual strengths and tap the energy from generational and cultural diversity. You will learn how to challenge and inspire your employees to productive innovation, creating new partnerships across organizational boundaries, and cultivating the collaboration needed to meet the highest performance standards.
More Information
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/index.aspx
We will walk you through staff assessments that will teach you to value individual strengths and tap the energy from generational and cultural diversity. You will learn how to challenge and inspire your employees to productive innovation, creating new partnerships across organizational boundaries, and cultivating the collaboration needed to meet the highest performance standards.
More Information
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/index.aspx
Monday, January 11, 2010
By the book: Command Chief Muncy on how to become a successful NCO
By Master Sgt. Mike R. Smith
National Guard Bureau
Now that the colder months are upon us, there’s a book Chief Master Sgt. Christopher Muncy, command chief of the Air National Guard, wants to curl up with this winter.
It’s the newest version of Air Force’s “The Enlisted Force Structure,” which was revised and republished this year. Although it’s not a suspenseful “whodunit,” Muncy said NCOs and officers alike will gain much from its pages. It’s the not-so secret of his success.
“I lean to this, a lot,” he said, holding up the little brown book in his office, at the National Guard Bureau in September. The thin 20-plus-pager fits easily into a uniform pocket. Although it has no photos, “it does not take a lot to read,” he said.
Last May, after becoming the top enlisted Airman in the National Guard, Muncie immediately went to work visiting units around the nation and engaging senior leaders at the bureau and the larger Air Force. He carried the little brown book wherever he went. If there is an “Airmanship for Dummies” manual, then Muncy used the Enlisted Force Structure as his Air Force NCO guide, which he pushes today with the newest edition.
“I give this to joint service members to understand who we are,” he said.
Also called “Air Force Instruction 36-2618,” the book applies to all enlisted members of the Air Force, including the Air Guard and Air Force Reserve.
In short, it defines the enlisted force and its purpose. It describes the ranks, their expectations and responsibilities. It also tells readers what broad duty titles like “NCO-in-charge” or “superintendent” mean and what’s expected in those roles.
Bound to be successful
Muncy calls it an “irreplaceable reference tool of the trade” for Airmen. Journalists have their dictionaries; priests have their bibles; Airmen should consult their little brown book with as much conviction, he says.
“A lot of things have changed and we’ve had to change to rewrite this edition,” he said. “We put a lot in … about our ‘Wingman’ concept, which is the same thing as our ‘Battle Buddies’ on the Army Guard-side. We talk a little bit more about resiliency, about preparing for the fight, preparing to take care of each other.”
Although the book is studied Air Force-wide during professional military education courses and basic military training, Muncy said too many Airmen leave it behind.
He used the little brown book in his career as a combat communications specialist for the Ohio Air Guard and deployments overseas. He referenced it as Ohio’s command chief, he brought it to Washington to help him on enlisted advisory councils, and now thumbs through it for help on national issues. He’s given it to military officials from Hungary and Serbia – Ohio’s state partner nations – as they work to build an NCO corps.
“I talk to [Airmen], I talk to commanders and supervisors, and I tell them, ‘if you can take this little brown book and apply it and roll through, the rest should be easy.’”
“It’s not going to tell you how to be the best avionics technician or the best security forces or tactical air control person, but it is going to get you through the basic airmanship stuff, enroll you, and help you be prepared.”
A storied career
Muncy enlisted in the Air Force in 1977 while still in high school. His grandfather, who served during World War II, was the last person in his family to serve.
“I went on active duty and did not know what the Guard was,” he said.
A family emergency brought about his switch to the Guard. He needed to get back home, and after reading an article about a program allowing members to serve in the Air Guard, called “Palace Chase,” he joined his first Guard unit.
He served on a combat communications squadron that in the ‘80s leaned forward in joint operations with other military components – something the Air Guard fully practiced as an operational force in the Gulf War and in today’s Global War on Terrorism.
Following 9/11, Muncy deployed to Germany in theatre-level management. He returned home only to deploy again in the invasion of Iraq as an Air Force-in-Europe liaison to U.S. Central Command at a combined operations center. On his return from Saudi Arabia, he became the command chief of Ohio.
“It was probably the greatest job I ever had,” he said. “I saw a lot of different weapon systems, which helped build my background and knowledge.”
At book’s end
Now the Air Guard’s top sergeant says the biggest and best part of the job is seeing Airmen and Soldiers, seeing what they do and being “absolutely fascinated” by their talents.
“The Air Guard is still misunderstood after 62 years of existence, but the Guard’s misunderstood after 373 years of existence,” he said. “I think … it’s because we’re good. And that’s our traditional-status Guardsmen, all that strength that they bring from their jobs and their employers from hometown America.”
The little brown book helps define Airmen, no matter what their backgrounds are, or what their service component is, or where their careers have taken them, Muncy said.
“At the back of that [revised] book, we put in the Airman’s Creed, which is what we are all about,” he said. “To be an NCO in [the Guard], Air or Army side, you’re the core. You are the core of what we do.”
National Guard Bureau
Now that the colder months are upon us, there’s a book Chief Master Sgt. Christopher Muncy, command chief of the Air National Guard, wants to curl up with this winter.
It’s the newest version of Air Force’s “The Enlisted Force Structure,” which was revised and republished this year. Although it’s not a suspenseful “whodunit,” Muncy said NCOs and officers alike will gain much from its pages. It’s the not-so secret of his success.
“I lean to this, a lot,” he said, holding up the little brown book in his office, at the National Guard Bureau in September. The thin 20-plus-pager fits easily into a uniform pocket. Although it has no photos, “it does not take a lot to read,” he said.
Last May, after becoming the top enlisted Airman in the National Guard, Muncie immediately went to work visiting units around the nation and engaging senior leaders at the bureau and the larger Air Force. He carried the little brown book wherever he went. If there is an “Airmanship for Dummies” manual, then Muncy used the Enlisted Force Structure as his Air Force NCO guide, which he pushes today with the newest edition.
“I give this to joint service members to understand who we are,” he said.
Also called “Air Force Instruction 36-2618,” the book applies to all enlisted members of the Air Force, including the Air Guard and Air Force Reserve.
In short, it defines the enlisted force and its purpose. It describes the ranks, their expectations and responsibilities. It also tells readers what broad duty titles like “NCO-in-charge” or “superintendent” mean and what’s expected in those roles.
Bound to be successful
Muncy calls it an “irreplaceable reference tool of the trade” for Airmen. Journalists have their dictionaries; priests have their bibles; Airmen should consult their little brown book with as much conviction, he says.
“A lot of things have changed and we’ve had to change to rewrite this edition,” he said. “We put a lot in … about our ‘Wingman’ concept, which is the same thing as our ‘Battle Buddies’ on the Army Guard-side. We talk a little bit more about resiliency, about preparing for the fight, preparing to take care of each other.”
Although the book is studied Air Force-wide during professional military education courses and basic military training, Muncy said too many Airmen leave it behind.
He used the little brown book in his career as a combat communications specialist for the Ohio Air Guard and deployments overseas. He referenced it as Ohio’s command chief, he brought it to Washington to help him on enlisted advisory councils, and now thumbs through it for help on national issues. He’s given it to military officials from Hungary and Serbia – Ohio’s state partner nations – as they work to build an NCO corps.
“I talk to [Airmen], I talk to commanders and supervisors, and I tell them, ‘if you can take this little brown book and apply it and roll through, the rest should be easy.’”
“It’s not going to tell you how to be the best avionics technician or the best security forces or tactical air control person, but it is going to get you through the basic airmanship stuff, enroll you, and help you be prepared.”
A storied career
Muncy enlisted in the Air Force in 1977 while still in high school. His grandfather, who served during World War II, was the last person in his family to serve.
“I went on active duty and did not know what the Guard was,” he said.
A family emergency brought about his switch to the Guard. He needed to get back home, and after reading an article about a program allowing members to serve in the Air Guard, called “Palace Chase,” he joined his first Guard unit.
He served on a combat communications squadron that in the ‘80s leaned forward in joint operations with other military components – something the Air Guard fully practiced as an operational force in the Gulf War and in today’s Global War on Terrorism.
Following 9/11, Muncy deployed to Germany in theatre-level management. He returned home only to deploy again in the invasion of Iraq as an Air Force-in-Europe liaison to U.S. Central Command at a combined operations center. On his return from Saudi Arabia, he became the command chief of Ohio.
“It was probably the greatest job I ever had,” he said. “I saw a lot of different weapon systems, which helped build my background and knowledge.”
At book’s end
Now the Air Guard’s top sergeant says the biggest and best part of the job is seeing Airmen and Soldiers, seeing what they do and being “absolutely fascinated” by their talents.
“The Air Guard is still misunderstood after 62 years of existence, but the Guard’s misunderstood after 373 years of existence,” he said. “I think … it’s because we’re good. And that’s our traditional-status Guardsmen, all that strength that they bring from their jobs and their employers from hometown America.”
The little brown book helps define Airmen, no matter what their backgrounds are, or what their service component is, or where their careers have taken them, Muncy said.
“At the back of that [revised] book, we put in the Airman’s Creed, which is what we are all about,” he said. “To be an NCO in [the Guard], Air or Army side, you’re the core. You are the core of what we do.”
Leadership Lessons from President Kennedy! Researched By Andres Agostini
On January 9, 1961, eleven days before his inauguration as thirty-fifth president of the United States, John F. Kennedy addressed the Massachusetts Legislature for the last time as a senator. In the course of that landmark speech, Kennedy observed:
When at some future date the high court of history sits in judgment on each of one of us ... our success or failure in whatever office we hold will be measured by the answers to four questions:
Were we truly men of courage.....?
Were we truly men of integrity....?
Were we truly men of judgment....?
Were we truly men of dedication...?
Andres Agostini At www.AgostiniWorks.blogspot.com, www.Andy-plus.blogspot.com, www.CyberCV.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
When at some future date the high court of history sits in judgment on each of one of us ... our success or failure in whatever office we hold will be measured by the answers to four questions:
Were we truly men of courage.....?
Were we truly men of integrity....?
Were we truly men of judgment....?
Were we truly men of dedication...?
Thirty-eight years later, during a conference titled "Presidential Decision Making" at Harvard's Kennedy School¿, Ted Sorenson, one of JFK's closet advisers and speech writers, was asked to reflect on his former boss decision-making (leadership) style. Sorenson answered: "I cannot emphasize enough how important the elusive quality is; far more important than organization, structure, procedures, and machinery. These are are all important, yes, but nothing compared to judgment ... Judgment is more important even than the political sense that he brought to these decisions; and I am referring to political in the broad sense of the term: an understanding of Congress, an understanding of the country, and understanding of what will be acceptable and what can be explained and defended."
Andres Agostini At www.AgostiniWorks.blogspot.com, www.Andy-plus.blogspot.com, www.CyberCV.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
The Four Horsemen of the Problem Solving Apocalypse
MAJ M. Nicholas Coppola
Throughout the 1980s and 1990s, problem solving became an industry all its own. A simple search utilizing Yahoo on the Internet reveals over 100 companies and consulting firms offering software packages, personal services and literature to prospective customers for assistance in their problem solving queries. A great majority of the tools offered by these services are very similar. They assist the decision maker in the underlying principle involving problem identification and solution accomplishment in a timely manner. However, in many cases, the advancement of problem solving methodologies has done more harm than good to the decision maker. Cognitive dissonance between competing problems, recidivism in problem solving methodology, linear problem solving approaches, and general fear of decision making all lend themselves to problem solving failure. These Four Horsemen of Problem Solving often lead toward problem solving failure or a problem solving Apocalypse.
In professional industry, it is typical to see executives struggling with management issues involving complex environment pressures that affect the survivability of their organization.1 In many cases, the problem lies beyond simple identification of the problem. The solution to the problem lies within the organization's ability to break the problem down into incremental events and approach the problem from a systems perspective. These simple components within themselves produce easier problems which can be quickly identified and solved.2 In many cases, managers are unable to attack the problem from an incremental perspective. In cases such as these, solutions to the problem or dilemma may fail, will be stalled, or not reach closure at all.3
The thesis of this article revolves around four fundamental issues with traditional problem solving. The first problem is one of Linearization. The second one is of Recidivism coupled with Cognitive Dissonance, the third is one of Problem Solving Creep, and finally, the last problem with problem solving is Avoidance. These Four Horsemen of Problem Solving often result in the Apocalypse of decision making….problem solving failure.
READ On
http://www.au.af.mil/au/awc/awcgate/army/ps_apocalypse/ps_apocalypse.htm
Throughout the 1980s and 1990s, problem solving became an industry all its own. A simple search utilizing Yahoo on the Internet reveals over 100 companies and consulting firms offering software packages, personal services and literature to prospective customers for assistance in their problem solving queries. A great majority of the tools offered by these services are very similar. They assist the decision maker in the underlying principle involving problem identification and solution accomplishment in a timely manner. However, in many cases, the advancement of problem solving methodologies has done more harm than good to the decision maker. Cognitive dissonance between competing problems, recidivism in problem solving methodology, linear problem solving approaches, and general fear of decision making all lend themselves to problem solving failure. These Four Horsemen of Problem Solving often lead toward problem solving failure or a problem solving Apocalypse.
In professional industry, it is typical to see executives struggling with management issues involving complex environment pressures that affect the survivability of their organization.1 In many cases, the problem lies beyond simple identification of the problem. The solution to the problem lies within the organization's ability to break the problem down into incremental events and approach the problem from a systems perspective. These simple components within themselves produce easier problems which can be quickly identified and solved.2 In many cases, managers are unable to attack the problem from an incremental perspective. In cases such as these, solutions to the problem or dilemma may fail, will be stalled, or not reach closure at all.3
The thesis of this article revolves around four fundamental issues with traditional problem solving. The first problem is one of Linearization. The second one is of Recidivism coupled with Cognitive Dissonance, the third is one of Problem Solving Creep, and finally, the last problem with problem solving is Avoidance. These Four Horsemen of Problem Solving often result in the Apocalypse of decision making….problem solving failure.
READ On
http://www.au.af.mil/au/awc/awcgate/army/ps_apocalypse/ps_apocalypse.htm
Assessment of Leaders Skills
Overview
The assessments offered below are based on the NASA Leadership Model as revised in October of 2008. They assess individuals' skills relative to the skills of the Model for the leadership roles noted below.
The assessments provide scores for each type of skill in the Model. Low scores in specific skills will result in suggestions for development if an individual asks for them by clicking on the related link at the bottom of the assessment.
Influence Leader: Leaders without formal leadership designations. Examples include individual contributors and leaders of small informal work groups.
Team Leader: Formally designated leaders of intact groups. Examples included, project leader and project manager. Includes leaders who lead without authority for the performance reviews of those on their teams.
1St Line Supervisor: Supervisors with authority for the reviews of the performance of their direct reports. Examples include individuals who lead functional or programmatic areas with formal authority and performance appraisal responsibility. Typically branch level supervisors.
Manager: Individuals who manage functional or programmatic areas and manage lower level leaders. Examples include managers of programs, and deputy chiefs of offices.
Executive: These are the senior leaders of the Agency (Examples include associate administrators, assistant administrators and chiefs of offices.)
The assessments offered below are based on the NASA Leadership Model as revised in October of 2008. They assess individuals' skills relative to the skills of the Model for the leadership roles noted below.
The assessments provide scores for each type of skill in the Model. Low scores in specific skills will result in suggestions for development if an individual asks for them by clicking on the related link at the bottom of the assessment.
Influence Leader: Leaders without formal leadership designations. Examples include individual contributors and leaders of small informal work groups.
Team Leader: Formally designated leaders of intact groups. Examples included, project leader and project manager. Includes leaders who lead without authority for the performance reviews of those on their teams.
1St Line Supervisor: Supervisors with authority for the reviews of the performance of their direct reports. Examples include individuals who lead functional or programmatic areas with formal authority and performance appraisal responsibility. Typically branch level supervisors.
Manager: Individuals who manage functional or programmatic areas and manage lower level leaders. Examples include managers of programs, and deputy chiefs of offices.
Executive: These are the senior leaders of the Agency (Examples include associate administrators, assistant administrators and chiefs of offices.)
Sunday, January 10, 2010
Navy Leaders Visit Sailors in Afghanistan
By Navy Chief Petty Officer Craig P. Strawser
Special to American Forces Press Service
Jan. 8, 2010 - The Navy's top officer and top enlisted sailor visited sailors assigned to the international joint command here yesterday. Adm. Gary Roughead, chief of naval operations, and Master Chief Petty Officer of the Navy Rick D. West are traveling throughout the country, meeting with sailors and senior leadership.
Roughead met with Army Lt. Gen. David Rodriguez, commander of International Security Assistance Force Joint Command. The two talked about the Navy's contribution to the mission in Afghanistan and about the sailors who will be part of the U.S. troop increase. Following the meeting, Roughead toured the combined joint operations center before having lunch with more than 50 sailors.
One of the points he stressed to the sailors was the visible impact their work is having.
"I've been out here four times," he said, "and as I was landing today, I noticed the amount of commercial airliners at the airport. I think that's the most I've ever seen."
This, Roughead said, is indicative of the efforts the young men and women of the military are putting in on a daily basis to improve security for the people of Afghanistan.
West was quick to agree, saying it doesn't surprise him in the least.
"I know the sailors out here are doing good work," he said, "but what I like to hear is when the Sergeant Major of the Army tells me that sailors are doing a tremendous job and earning respect across the entire theater."
West also made a point of reminding the land-locked sailors not to forget their Navy roots. "Put up ship photos, anchors and other Navy images," he said. He encouraged them to use their Navy terminology, and to make sure the other services know proud sailors are doing their part in Afghanistan.
He also reminded chiefs at the event to "continue to take care of the sailors."
When Roughead asked the sailors about how families are being taken care of at home, Petty Officer 1st Class Nicholas Ferguson pointed out the drastic improvements since the first time he was in Afghanistan.
"I was deployed immediately after 9/11," he said. "During my first activation, there wasn't much in place to support families, but that is 180 degrees out from what's happening on this deployment."
This time there has been a tremendous amount of support for not only him, but his family as well, he said.
The visit here came a day after the pair visited USS Nimitz in the North Arabian Sea. Aircraft from Carrier Air Wing 11 fly daily missions over Afghanistan, providing electronic warfare and close air support to troops on the ground.
(Navy Chief Petty Officer Craig P. Strawser serves in the International Security Assistance Force Joint Command public affairs office.)
Jan. 8, 2010 - The Navy's top officer and top enlisted sailor visited sailors assigned to the international joint command here yesterday. Adm. Gary Roughead, chief of naval operations, and Master Chief Petty Officer of the Navy Rick D. West are traveling throughout the country, meeting with sailors and senior leadership.
Roughead met with Army Lt. Gen. David Rodriguez, commander of International Security Assistance Force Joint Command. The two talked about the Navy's contribution to the mission in Afghanistan and about the sailors who will be part of the U.S. troop increase. Following the meeting, Roughead toured the combined joint operations center before having lunch with more than 50 sailors.
One of the points he stressed to the sailors was the visible impact their work is having.
"I've been out here four times," he said, "and as I was landing today, I noticed the amount of commercial airliners at the airport. I think that's the most I've ever seen."
This, Roughead said, is indicative of the efforts the young men and women of the military are putting in on a daily basis to improve security for the people of Afghanistan.
West was quick to agree, saying it doesn't surprise him in the least.
"I know the sailors out here are doing good work," he said, "but what I like to hear is when the Sergeant Major of the Army tells me that sailors are doing a tremendous job and earning respect across the entire theater."
West also made a point of reminding the land-locked sailors not to forget their Navy roots. "Put up ship photos, anchors and other Navy images," he said. He encouraged them to use their Navy terminology, and to make sure the other services know proud sailors are doing their part in Afghanistan.
He also reminded chiefs at the event to "continue to take care of the sailors."
When Roughead asked the sailors about how families are being taken care of at home, Petty Officer 1st Class Nicholas Ferguson pointed out the drastic improvements since the first time he was in Afghanistan.
"I was deployed immediately after 9/11," he said. "During my first activation, there wasn't much in place to support families, but that is 180 degrees out from what's happening on this deployment."
This time there has been a tremendous amount of support for not only him, but his family as well, he said.
The visit here came a day after the pair visited USS Nimitz in the North Arabian Sea. Aircraft from Carrier Air Wing 11 fly daily missions over Afghanistan, providing electronic warfare and close air support to troops on the ground.
(Navy Chief Petty Officer Craig P. Strawser serves in the International Security Assistance Force Joint Command public affairs office.)
Friday, January 08, 2010
Quotations for Leaders that Reflect, Manage and Outsmart Competitors in Century 21! Researched by Andres Agostini
Sir John A. Macdonald: “Never write a letter if you can help it, and never destroy one.”
Ronald Reagan: “Status Quo, you know, that is Latin for ‘the mess we’re in’.”
Samuel Beckett: “To find a form that accommodates the mess, that is the task of the artist now.”
Douglas Adams: “I love deadlines. I like the whooshing sound they make as they fly by.”
Yogi Berra: “A nickel ain’t worth a dime anymore.”
Ayn Rand: “I don’t build in order to have clients. I have clients in order to build.”
Thomas Henry Huxley: “The deepest sin of human mind is to believe things without evidence.”
Winston Churchill: “They say that nobody is perfect. Then they tell you practice makes perfect.”
Denis Waitley: “Expect the best, plan for the worst, and prepare to be surprised.”
Clarence Darrow: “The trouble with law is lawyers.”
General Douglas MacArthur: “There is no security on this earth, only opportunity.”
Hippocrates: “Life is short, the art long, opportunity fleeting, experiment treacherous, judgment difficult.”
George Santayana: “Those who cannot remember the past are condemned to repeat it.”
President Obama : "Leadership tomorrow depends on how we educate our students today, especially in math, science, technology and engineering."
Yogi Berra: “You can observe a lot just by watching.”
“A man, a plan, a canal. Panama.”
Aristotle: "Well begun is half done."
Andres Agostini At www.AgostiniWorks.blogspot.com, www.Andy-plus.blogspot.com, www.CyberCV.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www. www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
Enlisted Leader Reflects on Career
By Beth Reece
Special to American Forces Press Service
Jan. 8, 2010 - His household goods were packed and his wife and three kids were prepared - elated, actually - to be transferring to Panama when rumors spread throughout the 43rd Air Defense Artillery Regiment at Fort Bliss, Texas, that the unit might deploy to the Middle East. It was just before the launch of Operation Desert Shield in 1990, and David Roman, then an Army sergeant first class, wasn't worried about the impending war. He was Panama-bound.
But on a Saturday morning, behind closed doors, Roman's first sergeant taught him the meaning of loyalty.
"I need to send an advance team that includes a logistics person," his first sergeant said. "Your orders haven't been cancelled; you can still leave, but I want you to know that we could sure use your help over there."
It was a sacrifice Roman wanted to make. During dinner with his wife at Red Lobster that same Saturday night, he explained why.
"I told her, 'I'm a soldier; my unit needs me, and I need you to understand that,'" he said. He left the next day for a deployment that lasted a year and a half.
Now a command sergeant major, Roman has spent the last five and a half years as the Defense Logistics Agency's senior enlisted advisor. He's retiring after 34 years in the Army, and turns the position over in a ceremony here today.
"Noncommissioned officers like Command Sergeant Major Roman don't come along every day," said Army Command Sgt. Maj. Patrick Alston, senior enlisted leader for the Defense Threat Reduction Agency. "He has a lasting effect on everyone he touches and is the type that doesn't just tell you to turn right. He shows you how."
Alston has known Roman since 2001. "I give him 90 percent of the credit for where I'm at today," he said, "because he really molded me and taught me the traits of being a great command sergeant major."
Roman spent the early part of his career climbing the ranks in tough units, including the 2nd and 25th Infantry Divisions and the 101st Airborne Division. In Grenada, Panama, Haiti and Iraq, Roman did his share of time leading troops on the battlefield. "No matter what unit I was with, I never escaped war," he said. "I was always deploying."
At DLA, Roman has worked to build camaraderie among the agency's active-duty military members, who are outnumbered by their civilian counterparts by a 44-to-1 ratio.
"When I got here and started traveling to DLA's various field sites, I realized that, in many cases, our military members rarely got together and weren't making the time for professional development," he said. "There were even places where they were unaware that other DLA servicemembers worked down the hall or in the next office."
Roman helped to bring DLA's military force together by putting a senior enlisted advisor in charge of organizing training conferences at the agency's primary-level field activities and regional commands. He also took the time to visit soldiers, sailors and airmen working in DLA's warehouses and depots, "getting the 'Paul Harvey' on how these folks really feel about their work and the response they're getting from customers," Roman said, evoking the radio icon's reports that famously provided "the rest of the story."
"The whole truth doesn't always lay in metrics and survey responses," Roman said. "Every great military institute has a senior enlisted advisor to keep things in perspective by going out there and meeting with the troops."
Longtime Army buddies have warned Roman that he will miss the military, but so far, he said, he doubts it.
As the son of a Pentecostal minister and one of 12 siblings, Roman grew up without luxuries. As a boy, he helped to pay the bills by shining shoes and pushing grocery carts. A strong family bond and love for one another made up for the material things the family went without, he said.
Life got easier for Roman in the early 1970s, when he landed a job as a city bus driver in New Jersey. It paid enough for him to enroll in college and pursue his love of police work. And when he wasn't attending weekend drills with the Army Reserve, Roman played the tambala, congas and bass guitar in a local band.
The death of his father in 1977 and a growing sense of discontent led Roman to his Army Reserve recruiter with questions about becoming a full-time active duty soldier. "The recruiter asked why I'd want to do a thing like that when I was doing fairly well for myself," Roman said. "But it just wasn't enough." His first duty station was with the 2nd Infantry Division in South Korea.
"I had been a sergeant in the reserves, but when I came on active duty, the Army sent me back to private first class. I worked hard to get the rank back," he said.
Roman got lessons in leadership that he said helped to shape the rest of his career while serving as a supply clerk for a basic training company at Fort Dix, N.J. He was a specialist, and his supervisor was a "mean-looking" first sergeant who often invited the team to his home for weekend barbecues, but was strict and demanding in the office.
"He was essentially teaching me that business is business," Roman said. "He was my first sergeant and my leader. While we could relax a little and be buddies after duty hours, he'd put me on the spot for things like not standing at parade rest when speaking to an NCO. I learned from him that being a strong leader meant you couldn't always be friends with subordinates. You still had the responsibility to hold them to high standards."
By the time he received orders for the 101st Airborne Division at Fort Campbell, Ky., Roman was a master sergeant set on making first sergeant. Soldiers assigned to such units -- whose troops are qualified to rappel into combat from airborne helicopters -- ordinarily must have earned air assault wings to serve in a first sergeant or command sergeant major position. Roman had not, so he applied for the Army's Air Assault School at Schofield Barracks, Hawaii, where he was completing his tour with the 25th Infantry Division.
Air Assault School is considered by some to be one of the Army's most grueling schools, even for young soldiers at their physical peak. "But there I was, an old master sergeant struggling through obstacle courses with a staff sergeant telling me what to do," Roman said.
He graduated and headed to the 101st Airborne Division, determined to be a first sergeant. Impressed with Roman's sharp appearance and experience, unit leaders granted him the first sergeant slot for a company of airborne riggers and mortuary affairs specialists that was then part of the 801st Maintenance Support Battalion.
"So they put me in charge of what we called 'the riggers and the diggers,' and it was challenging," he said. "My riggers were from Fort Bragg, N.C., and my mortuary guys were from Fort Lee, Va., with two completely different mentalities. But I had to mold them to work together as a team."
By the time he became the command sergeant major for the 2nd Infantry Division Support Command more than 10 years ago, Roman had long since perfected his leadership style.
"Back in the day, Command Sergeant Major Roman was known to eat a substandard soldier up and spit him out all in one conversation," said Army Master Sgt. Larry McClelland, senior enlisted advisor for DLA in Europe and Africa. McClelland was a staff sergeant when he first met Roman, a leader whom junior soldiers in the South Korea-based unit loved to impersonate, he said.
"I remember him as being a tiger back then," McClelland recalled. "You really didn't want to talk to him without first knowing that all your ducks were in a row." Roman's leadership style continues to inspire him and often is reflected in how he mentors his own subordinates, he added.
The Army also gave Roman the chance to pursue his passion for police work when, in the 1980s, he earned a secondary military occupational specialty as a military policeman and served with the 95th Military Police Battalion in Mannheim, Germany. The experience pushed him to take police officer exams for several major U.S. cities.
"I flew from Germany to take the tests, and I passed every one of them, even Washington, D.C.'s," he said. "But each time I got offered a position, I was either promoted or had too many years left on my military contract to leave when the police force wanted me. Everything happens for a reason."
After 34 years of "personal sacrifices and a lot of fun," Roman said, he'd like to be remembered as someone who gave his soldiers room and reason to grow. He's not sure what his future holds, but he said he hopes to do something that allows him to continue taking care of others, perhaps through social services.
"The Army is sorely going to miss him," Alston said of Roman, "but he will always be a part of this family."
(Beth Reece works in the Defense Logistics Agency strategic communications office.)
Jan. 8, 2010 - His household goods were packed and his wife and three kids were prepared - elated, actually - to be transferring to Panama when rumors spread throughout the 43rd Air Defense Artillery Regiment at Fort Bliss, Texas, that the unit might deploy to the Middle East. It was just before the launch of Operation Desert Shield in 1990, and David Roman, then an Army sergeant first class, wasn't worried about the impending war. He was Panama-bound.
But on a Saturday morning, behind closed doors, Roman's first sergeant taught him the meaning of loyalty.
"I need to send an advance team that includes a logistics person," his first sergeant said. "Your orders haven't been cancelled; you can still leave, but I want you to know that we could sure use your help over there."
It was a sacrifice Roman wanted to make. During dinner with his wife at Red Lobster that same Saturday night, he explained why.
"I told her, 'I'm a soldier; my unit needs me, and I need you to understand that,'" he said. He left the next day for a deployment that lasted a year and a half.
Now a command sergeant major, Roman has spent the last five and a half years as the Defense Logistics Agency's senior enlisted advisor. He's retiring after 34 years in the Army, and turns the position over in a ceremony here today.
"Noncommissioned officers like Command Sergeant Major Roman don't come along every day," said Army Command Sgt. Maj. Patrick Alston, senior enlisted leader for the Defense Threat Reduction Agency. "He has a lasting effect on everyone he touches and is the type that doesn't just tell you to turn right. He shows you how."
Alston has known Roman since 2001. "I give him 90 percent of the credit for where I'm at today," he said, "because he really molded me and taught me the traits of being a great command sergeant major."
Roman spent the early part of his career climbing the ranks in tough units, including the 2nd and 25th Infantry Divisions and the 101st Airborne Division. In Grenada, Panama, Haiti and Iraq, Roman did his share of time leading troops on the battlefield. "No matter what unit I was with, I never escaped war," he said. "I was always deploying."
At DLA, Roman has worked to build camaraderie among the agency's active-duty military members, who are outnumbered by their civilian counterparts by a 44-to-1 ratio.
"When I got here and started traveling to DLA's various field sites, I realized that, in many cases, our military members rarely got together and weren't making the time for professional development," he said. "There were even places where they were unaware that other DLA servicemembers worked down the hall or in the next office."
Roman helped to bring DLA's military force together by putting a senior enlisted advisor in charge of organizing training conferences at the agency's primary-level field activities and regional commands. He also took the time to visit soldiers, sailors and airmen working in DLA's warehouses and depots, "getting the 'Paul Harvey' on how these folks really feel about their work and the response they're getting from customers," Roman said, evoking the radio icon's reports that famously provided "the rest of the story."
"The whole truth doesn't always lay in metrics and survey responses," Roman said. "Every great military institute has a senior enlisted advisor to keep things in perspective by going out there and meeting with the troops."
Longtime Army buddies have warned Roman that he will miss the military, but so far, he said, he doubts it.
As the son of a Pentecostal minister and one of 12 siblings, Roman grew up without luxuries. As a boy, he helped to pay the bills by shining shoes and pushing grocery carts. A strong family bond and love for one another made up for the material things the family went without, he said.
Life got easier for Roman in the early 1970s, when he landed a job as a city bus driver in New Jersey. It paid enough for him to enroll in college and pursue his love of police work. And when he wasn't attending weekend drills with the Army Reserve, Roman played the tambala, congas and bass guitar in a local band.
The death of his father in 1977 and a growing sense of discontent led Roman to his Army Reserve recruiter with questions about becoming a full-time active duty soldier. "The recruiter asked why I'd want to do a thing like that when I was doing fairly well for myself," Roman said. "But it just wasn't enough." His first duty station was with the 2nd Infantry Division in South Korea.
"I had been a sergeant in the reserves, but when I came on active duty, the Army sent me back to private first class. I worked hard to get the rank back," he said.
Roman got lessons in leadership that he said helped to shape the rest of his career while serving as a supply clerk for a basic training company at Fort Dix, N.J. He was a specialist, and his supervisor was a "mean-looking" first sergeant who often invited the team to his home for weekend barbecues, but was strict and demanding in the office.
"He was essentially teaching me that business is business," Roman said. "He was my first sergeant and my leader. While we could relax a little and be buddies after duty hours, he'd put me on the spot for things like not standing at parade rest when speaking to an NCO. I learned from him that being a strong leader meant you couldn't always be friends with subordinates. You still had the responsibility to hold them to high standards."
By the time he received orders for the 101st Airborne Division at Fort Campbell, Ky., Roman was a master sergeant set on making first sergeant. Soldiers assigned to such units -- whose troops are qualified to rappel into combat from airborne helicopters -- ordinarily must have earned air assault wings to serve in a first sergeant or command sergeant major position. Roman had not, so he applied for the Army's Air Assault School at Schofield Barracks, Hawaii, where he was completing his tour with the 25th Infantry Division.
Air Assault School is considered by some to be one of the Army's most grueling schools, even for young soldiers at their physical peak. "But there I was, an old master sergeant struggling through obstacle courses with a staff sergeant telling me what to do," Roman said.
He graduated and headed to the 101st Airborne Division, determined to be a first sergeant. Impressed with Roman's sharp appearance and experience, unit leaders granted him the first sergeant slot for a company of airborne riggers and mortuary affairs specialists that was then part of the 801st Maintenance Support Battalion.
"So they put me in charge of what we called 'the riggers and the diggers,' and it was challenging," he said. "My riggers were from Fort Bragg, N.C., and my mortuary guys were from Fort Lee, Va., with two completely different mentalities. But I had to mold them to work together as a team."
By the time he became the command sergeant major for the 2nd Infantry Division Support Command more than 10 years ago, Roman had long since perfected his leadership style.
"Back in the day, Command Sergeant Major Roman was known to eat a substandard soldier up and spit him out all in one conversation," said Army Master Sgt. Larry McClelland, senior enlisted advisor for DLA in Europe and Africa. McClelland was a staff sergeant when he first met Roman, a leader whom junior soldiers in the South Korea-based unit loved to impersonate, he said.
"I remember him as being a tiger back then," McClelland recalled. "You really didn't want to talk to him without first knowing that all your ducks were in a row." Roman's leadership style continues to inspire him and often is reflected in how he mentors his own subordinates, he added.
The Army also gave Roman the chance to pursue his passion for police work when, in the 1980s, he earned a secondary military occupational specialty as a military policeman and served with the 95th Military Police Battalion in Mannheim, Germany. The experience pushed him to take police officer exams for several major U.S. cities.
"I flew from Germany to take the tests, and I passed every one of them, even Washington, D.C.'s," he said. "But each time I got offered a position, I was either promoted or had too many years left on my military contract to leave when the police force wanted me. Everything happens for a reason."
After 34 years of "personal sacrifices and a lot of fun," Roman said, he'd like to be remembered as someone who gave his soldiers room and reason to grow. He's not sure what his future holds, but he said he hopes to do something that allows him to continue taking care of others, perhaps through social services.
"The Army is sorely going to miss him," Alston said of Roman, "but he will always be a part of this family."
(Beth Reece works in the Defense Logistics Agency strategic communications office.)
Wednesday, January 06, 2010
Leadership Success Tenets and Principles and Attributes As Per Napoleon Hill! Researched By Andres Agostini — At www.AgostiniWorks.blogspot.com, www.C
Thursady, January/07/2010 - 12:03 a.m. EST
Leadership Success Tenets and Principles and Attributes As Per Napoleon Hill! Researched By Andres Agostini —
The following is Napoleon Hill's Attributes Of Leadership Which I think you will find of interest!
1. UNWAVERING COURAGE based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long.
2. SELF-CONTROL: The man who cannot control himself, can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate.
3. A KEEN SENSE OF JUSTICE: Without a sense of fairness and justice, no leader can command and retain the respect of his followers.
4. DEFINITENESS OF DECISION: The man who wavers in his decisions shows that he is not sure of himself. He cannot lead others successfully.
5. DEFINITENESS OF PLANS: The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks.
6. THE HABIT OF DOING MORE THAN PAID FOR: One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers.
7. A PLEASING PERSONALITY: No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality.
8. SYMPATHY AND UNDERSTANDING: The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems.
9. MASTERY OF DETAIL: Successful leadership calls for mastery of details of the leader’s position.
10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY: The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed.
11. COOPERATION: The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION.
1. UNWAVERING COURAGE based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long.
2. SELF-CONTROL: The man who cannot control himself, can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate.
3. A KEEN SENSE OF JUSTICE: Without a sense of fairness and justice, no leader can command and retain the respect of his followers.
4. DEFINITENESS OF DECISION: The man who wavers in his decisions shows that he is not sure of himself. He cannot lead others successfully.
5. DEFINITENESS OF PLANS: The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks.
6. THE HABIT OF DOING MORE THAN PAID FOR: One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers.
7. A PLEASING PERSONALITY: No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality.
8. SYMPATHY AND UNDERSTANDING: The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems.
9. MASTERY OF DETAIL: Successful leadership calls for mastery of details of the leader’s position.
10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY: The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed.
11. COOPERATION: The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION.
Leadership Success Tenets and Principles and Attributes As Per Napoleon Hill! Researched By Andres Agostini — At www.AgostiniWorks.blogspot.com, www.CyberCV.blogspot.com, www.Andy-plus.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www. www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
Tuesday, January 05, 2010
CAPTURING SUSTAINED SUCCESS FOR EXTREME CENTURY-21 LEADERS IN ABSOLUTELY ANY ORGANIZATION AT ALL! BY © COPYRIGHT 2009 ANDRES AGOSTINI
As of January/05/2010 (Tuesday)
CAPTURING SUSTAINED SUCCESS FOR EXTREME CENTURY-21 LEADERS IN ABSOLUTELY ANY ORGANIZATION AT ALL! BY © COPYRIGHT 2010 ANDRES AGOSTINI —ALL RIGHTS RESERVED —
1.- Picture mentally radiantly.
2.- Draw outside the canvas.
3.- Color outside the vectors.
4.- Sketch sinuously.
5.- Far-sight beyond the mind’s intangible exoskeleton.
6.- Abduct indiscernible falsifiable convictions.
7.- Reverse-engineering a gene and a bacterium or, better yet, the genome.
8.- Guillotine the over-weighted status quo.
9.- Learn how to add up—in your own mind— colors, dimensions, aromas, encryptions, enigmas, phenomena, anomalies, geometrical and amorphous shapes, methods, techniques, codes, written lines, symbols, contexts, semantic terms, magnitudes, longitudes, hunches, so forth.
10.- Project your wisdom wealth onto communities of timeless-connected wikis.
11.- Cryogenize the infamous illiterate by own choice and reincarnate (multi-verse teleporting out of a warped passage) personalities and talents à la Da Vinci, Bonaparte, Goethe, and Einstein. (More on multi-verse at http://en.wikipedia.org/wiki/Multiverse)
12.-Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community.
13.-Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D + Innovation.
14.-Kaisen (continuous improvement as conceived by the Japanese) it all unthinkably and thoroughly by recombinant, Gedanke-motorized judgment (as mental visualizations were understood by Dr. Albert Einstein).
15.-Provide a roadmap for drastically compressing the time it will take you to get on the top of the job, nonetheless of your organizational level.
16.-With the required knowledge and relationships embedded in organizations, create support for, and carry out transformation initiatives.
17.- Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure.
18.- Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility.
19.- Institute coalitions that translate into swifter organizational adjustments to the inevitable stream of changes in personnel and environment.
20.- Mobilize the overriding energy of many others in your organization.
21.- Step outside the boundaries of the framework system when seeking a problem solution.
Capturing Sustained Success for Extreme Century-21 Leaders In Absolutely Any Organization! By Andres Agostini BY © COPYRIGHT 2010 ANDRES AGOSTINI —ALL RIGHTS RESERVED — At www.AgostiniWorks.blogspot.com, www.Andy-plus.blogspot.com, www.CyberCV.blogspot.com, www.Andy-plus.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
CAPTURING SUSTAINED SUCCESS FOR EXTREME CENTURY-21 LEADERS IN ABSOLUTELY ANY ORGANIZATION AT ALL! BY © COPYRIGHT 2010 ANDRES AGOSTINI —ALL RIGHTS RESERVED —
1.- Picture mentally radiantly.
2.- Draw outside the canvas.
3.- Color outside the vectors.
4.- Sketch sinuously.
5.- Far-sight beyond the mind’s intangible exoskeleton.
6.- Abduct indiscernible falsifiable convictions.
7.- Reverse-engineering a gene and a bacterium or, better yet, the genome.
8.- Guillotine the over-weighted status quo.
9.- Learn how to add up—in your own mind— colors, dimensions, aromas, encryptions, enigmas, phenomena, anomalies, geometrical and amorphous shapes, methods, techniques, codes, written lines, symbols, contexts, semantic terms, magnitudes, longitudes, hunches, so forth.
10.- Project your wisdom wealth onto communities of timeless-connected wikis.
11.- Cryogenize the infamous illiterate by own choice and reincarnate (multi-verse teleporting out of a warped passage) personalities and talents à la Da Vinci, Bonaparte, Goethe, and Einstein. (More on multi-verse at http://en.wikipedia.org/wiki/Multiverse)
12.-Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community.
13.-Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D + Innovation.
14.-Kaisen (continuous improvement as conceived by the Japanese) it all unthinkably and thoroughly by recombinant, Gedanke-motorized judgment (as mental visualizations were understood by Dr. Albert Einstein).
15.-Provide a roadmap for drastically compressing the time it will take you to get on the top of the job, nonetheless of your organizational level.
16.-With the required knowledge and relationships embedded in organizations, create support for, and carry out transformation initiatives.
17.- Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure.
18.- Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility.
19.- Institute coalitions that translate into swifter organizational adjustments to the inevitable stream of changes in personnel and environment.
20.- Mobilize the overriding energy of many others in your organization.
21.- Step outside the boundaries of the framework system when seeking a problem solution.
Monday, January 04, 2010
LEADERSHIP SUCCESS TENETS (#1 THROUGH #131) By Andres Agostini
As of Jan/05/2010 - UPDATED
LEADERSHIP SUCCESS TENETS (#1 THROUGH #131) BY © COPYRIGHT 2010 ANDRES AGOSTINI —ALL RIGHTS RESERVED — At www.AgostiniWorks.blogspot.com, www.CyberCV.blogspot.com, www.Andy-plus.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www. www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
# 1 — This Leader Archetype is An Actionable Statesman.
# 2 — This Leader Archetype is thoroughly moral and ethical in deed and spontaneously projected example.
# 3 — This Leader Archetype is happily located and navigating through Century 21.
# 4 — This Leader Archetype is, by far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 — This Leader Archetype is Self-Pedagogue forever. This Leader Archetype teaches to self-tech to his / her crew for Life.
# 6 — This Leader Archetype Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 — This Leader Archetype is Intuitive, Counterintuitive, and seamlessly blends both of the above without paralyzing in the analysis.
# 8 — This Leader Archetype Takes all — encompassing curiosity as it is operated in real time — beyond known and unknown extremes.
# 9 — This Leader Archetype makes every mistake — own or that of the competitor — at the expense of adversaries into his / her won victory.
# 10 — This Leader Archetype doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 — This Leader Archetype can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 — This Leader Archetype challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 — This Leader Archetype Learns something practical, meaningful, and decisively productive and significant every day.
# 14 — This Leader Archetype Heightens crew’s sense of urgency and of focus.
# 15 — Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 — This Leader Archetype Operates multidimensionally and cross-functionally.
# 17 — This Leader Archetype Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 — This Leader Archetype Always selects and develops his / her leadership constituency.
# 19 — This Leader Archetype Creates and applies his / her own — along with that of the team — body of knowledge.
# 20 — This Leader Archetype Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 — This Leader Archetype Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 — This Leader Archetype Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 — This Leader Archetype harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, This Leader Archetype is a peace maker.
# 24 — This Leader Archetype’s leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 — This Leader Archetype Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 — This Leader Archetype Continuously learns lessons — and improves those — both from incurred mistakes and from captured successes.
# 27 — This Leader Archetype Extracts information and knowledge — to be shared and brainstormed with the crew in advance — out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 — This Leader Archetype Wins only based on merit, principle, legitimacy and lawfulness.
# 29 — This Leader Archetype Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe, “terra incognita” and fuzzy-logic zones are highly stimulating to his / her starving intellect.
# 30 — This Leader Archetype Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 — This Leader Archetype enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 — This Leader Archetype Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 — De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 — Instills how to operate autonomously and jointly — in pursuit of the same goals and objectives — to his / her followers and co-leaders.
# 35 — Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 — Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 — Only thinks and performs à la unthinkable thinking.
# 38 — Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 — Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 — In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 — Before chaos, he / she instills more and more chaos — of greater magnitude, scale and speed — to level off and outsmart the frame of reference targeted.
# 42 — Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 — Shares of defined values as they get collegially upgraded for Life.
# 44 — Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 — Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 — Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 — Ascertains that there is not a single stone left unturned.
# 48 — Short-circuits to shortcut.
# 49 — Possesses innate ideas — in addition as those incubated by the crew — positioning himself / herself in the tabula rasa’s antipodes.
# 50 — Determined to support his / her fellow crew members even beyond his own skin.
# 51 — Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 — Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 — Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 — Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 — Alleviates fear and builds trust.
# 56 — Builds so many “strategic surprises” in his mind lab way in advance — in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives — in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 — Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 — Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 — While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This Leader Archetype has the clearest mentality that everything is related to everything else.
# 60 — Thinks “big picture” and wholly to operate comprehensively and multifacetedlly to state the very minimum.
# 61— However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 — He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 — He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations — tremendously propelled by fore-sighting -- offers This Leader Archetype a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring and flowingly blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 — When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), This Leader Archetype , as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 — This Leader Archetype does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 — Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 — Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities — and that of the crew — while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 — When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 — Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 — This Leader Archetype fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 — Is forever building up — via transparency, accountability and responsibility — trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act — that is never a daring issue for the wise leader — is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 — Possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.
# 73 — He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.
# 74 — This Leader Archetype becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.
# 75 — This Leader Archetype does not retaliate; he / she just prevails.
# 76 — This Leader Archetype ’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, This Leader Archetype maximizes the long-term benefits.
# 77 — This Leader Archetype is always encouraging and supporting legitimate justice seeking.
# 78 — This Leader Archetype is much more of an asset than a hindrance in interacting with the members of his / her crew.
# 79 — This Leader Archetype is both robust, resilient and carries on non-linearly.
# 80 — This Leader Archetype is an over-communicator.
# 81 — This Leader Archetype is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.
# 82 — This Leader Archetype is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.
# 83 — In succeeding, This Leader Archetype does not denigrate his / her opponents. He / she treat adversaries with highest decorum.
# 84 — This Leader Archetype radiant reasoning is analogically instituted.
# 85 — This Leader Archetype uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.
# 86 — This Leader Archetype makes more with less.
# 87 — This Leader Archetype always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.
# 88 — This Leader Archetype is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.
# 89 — This Leader Archetype cross-checks everything in its entirety.
# 90 — This Leader Archetype chooses and updates and upgrades his / her own appropriate measure of success.
# 91 — In his / her pondering and discerning processes, This Leader Archetype emphasizes — to the self and crew member fellows — the need to understand the other side’s perspective in advance and in continuum.
# 92 — This Leader Archetype discovers the hidden interests, priorities, constraints, patterns, and subtle ploys of the other side, allowing him / her to create strategic value more efficaciously.
# 93 — This Leader Archetype finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.
# 94 — This Leader Archetype reserves consistency between their attempts and actions.
# 95 — This Leader Archetype , in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.
# 96 — In each situation, This Leader Archetype provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.
# 97 — This Leader Archetype thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.
# 98 — For This Leader Archetype , the other side information advantage is never in his / her blind spot.
# 99 — This Leader Archetype ’s First Nature is to wholly trustworthy and never wholly trusting.
# 100 — This Leader Archetype is afraid neither the future nor the past but make a mark on the moment.
# 101 — This Leader Archetype resists the obvious to embrace the newness of ignored flanks.
# 102 — This Leader Archetype does not look through the mirror but every window.
# 103 — This Leader Archetype build bridges between failures and sustainable successes.
# 104 — This Leader Archetype ’s greatest action is to pause to engender cross-pollinated perspectives from pondering, discernment, and actionable reflections.
# 105 — The only stasis This Leader Archetype knows is the order tendered by chaotic measures that institute and restore harmony.
# 106 — This Leader Archetype is the host of his / her co-leaders (Hostmanship).
# 107 — This Leader Archetype generates a lot of ideas and plans; looks for good ideas, not just his / her own but those of the crew.
# 108 — This Leader Archetype never abandons the power of saying what he / she believes and believing and executing what he / she says.
# 109 — This Leader Archetype operates based on that a good working relationship will work even better when all work on it together (esprit de corps).
# 110 — This Leader Archetype knows, that in engaging in a major initiative, the first moments are apt to be the most lively and decisive.
# 111 — While co-leaders are occupied with training, This Leader Archetype must set the tone for all of his / her consistency.
# 112 — This Leader Archetype takes care of his / her co-leader and looks after him / her in detail.
# 113 — This Leader Archetype listens to his / her co-leaders’ complaints, inspects their tools and equipment, and satisfies himself / herself that co-leaders do not lack anything.
# 114 — This Leader Archetype demonstrates that takes his / her responsibilities seriously and devotes himself / herself completely to the co-leader, which in turn inspires the co-leader’s confidence.
# 115 — Before committing to any serious enterprise, This Leader Archetype and respective co-leaders perform frequent “drill evolutions” exercises.
# 116— In dealing with real-life business undertakings and struggling with competitor, maneuvers, strategies and tactics exceptionally mastered by This Leader Archetype knowing that the least hesitation could compromise the entire integrity of his / her crew and corresponding objectives and goals.
# 117 — This Leader Archetype makes his / her co-leaders acquaint with tactical skills. This Leader Archetype explains the THEORY to his / her co-leaders in a way that theory and practice become co-leader’s second nature.
# 118 — Under this type of Leadership good leaders, good cares, good organization, good instruction (theoretical and practical), and good discipline can provide good co-leaders regardless of the challenge they compete against.
# 119 — For This Leader Archetype the bottomline is: The real objective of having a LEADERSHIP is to provide for desired relevant outcomes. For This Leader Archetype preparation is not only based on the organization of the LEADERSHIP TEAM but the indispensability of said organization is, by far, much more all-encompassing and strategically decisive.
# 120 — This Leader Archetype believes that secrecy, discipline, morale and competitive intelligence are instrumental to his / her many successes in business, management and organizational transformation.
# 121 — This Leader Archetype knows that “quiet” historic times around the world offer some type of “acceptable” bureaucratic environment. This Leader Archetype also knows that he / she must turn the environment fluidly “lean and mean,” especially when every facet of the world order is by each 24 hours disrupting every historic precedent known.
# 122 — This Leader Archetype is aware of the strategy and of the damage that could result from a false sense of economizing the granularity of details pertaining to the depth and scope and nature of said strategy.
# 123 — This Leader Archetype and Co-Leaders posses the controlling influence of tactics, formation, and of the drill evolution of own team but also of the competitor’s crew.
# 124 — This Leader Archetype is strong, adroit, shrewd, skillfully adaptable, tough-minded and resilient, as well as morally and ethically indefatigable.
# 125 — This Leader Archetype knows that not only speed assures its success, but order, cohesion, congruency, maneuvering, and the effective use of resources.
# 126 — In a delicate mission, This Leader Archetype always requires discernment, intellect, and sound judgment.
# 127 — This Leader Archetype archetype is slow in deliberation and quick in execution.
# 128 — This Leader Archetype archetype marches rapidly and vigorously without any “but,” “if,” or “because.”
# 129 — This Leader Archetype archetype blends severity, justice, and mildness, thus rendering only a good effect.
# 130 — This Leader Archetype archetype is formed only through constant care and you must not depart from this policy.
# 131 — This Leader Archetype archetype, in a delicate mission, requires discernment, intellect, and sound judgment.
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