After the better part of a decade researching in the field of adult learning with a focus on military self-development, I have read dozens of definitions of the concept of self-development. I have studied in detail the historical Army definitions and foundational civilian concepts such as self-directed learning or autonomous learning. I could tell you all the contradictions in the current definitions of Army self-development between the FM 6-22 and the DA Pam 350-58. I even spent more than three years on a DoD-supported research study attempting to create a definition that reconciles the gap between the civilian theory of self-directed learning and Army self-development. For all my research, the shortest definition I stumbled upon during my study might be one of the best.
The Power of Handwritten Notes, Revisited
Though we’ve discussed the power of handwritten notes in the past, President George H.W. Bush’s passing gives us good reason to revisit the topic. I don’t know about you, but I am often challenged in communicating praise and gratitude as a military professional. Though I don’t do it enough, writing a simple note to someone who has made a positive impact or contribution is a great method to bridge this gap. Here are a couple of thoughts, embracing the example President Bush set, to help you employ handwritten notes as a military professional.
Our routines can make or break productivity, yet many of us rush through the morning without a deliberate approach or focus. Given the importance, I am a big fan of the insights provided in My Morning Routine, a book by Benjamin Spall and Michael Xander. It gives a look into the mornings of successful people from all walks of life, tips that are very useful for any professional interested in improving their morning routine. Here are some of the key ideas that resonated with me.
The Art of Listening
A Guest Post by Nate Player
Successful officers are good listeners. They use effective listening skills to gain perspective from their subordinates and listen to their Soldiers to build a foundation of trust. Officers who do this are more effective in leading their teams than those who do not. This essay will enable better understanding by discussing three topics: listening to gain perspective on assigned missions or tasks; listening to build trust in the team and; some tips for improving listening skills.
June 24, 2015 – Photo by U.S. Army Maj. Randy Stillinger
U.S. Army Sgt. Troy Lord, a CH-47 Flight Engineer with the Texas National Guard’s 2-149th General Support Aviation Battalion, guides a CH-47 Chinook helicopter, as Soldiers from 1st Battalion, 133rd Field Artillery, hook up a 105mm Howitzer during an air assault exercise on Fort Hood.
On Gratitude
U.S. Army Soldiers eat their Thanksgiving meal on Combat Outpost Cherkatah, Khowst province, Afghanistan, Nov. 26, 2009. The Soldiers are deployed with Company D, 3rd Battalion, 509th Infantry Regiment.U.S. Army photo by Staff Sgt. Andrew Smith
Each Thanksgiving, our Nation pauses to give thanks for all of our blessings. For most Americans, this holiday is about enjoying friends and family, celebrating, and sharing a meal together. But beyond Thanksgiving, how do we express gratitude as military leaders? We are trained to be ruthless skeptics, hunting through our daily duties in search of poor planning, flawed logic, or lack of grammatical aptitude. Often, we fail to express gratitude and recognize how fortunate we are to serve our country. As we celebrate Thanksgiving, consider expanding your gratitude by actively seeking a positive perspective. Take a look at all of the positive things in your life and make gratitude a part of your daily routine.
Why I Serve
By Josh Powers
In memory of Dwight Davis, who passed away 01 November 2018
The memory is clear in comparison to others that have faded over the years. The early morning Ohio air seemed crisp even though it was the middle of summer, somewhere around the end of July I suppose. I stood by, waiting for Grandpa as I did every morning and evening, during every visit to Ohio throughout my childhood. Grandpa emerged from the garage with his American flag, rolled neatly from the previous evening. The flag was slightly weathered from daily use, but still in good condition. Every so often, during road trips, Grandpa would stop and complain to a business owner who flew a tattered flag. Each morning he carried the colors at a modified port arms, calling me to attention and then present arms, singing a fine rendition of To The Colors while unrolling his flag. I’d watch the flag sway in the breeze, maintaining the best salute a seven-year-old could render until Grandpa completed the tune and slid the staff into the bracket on the garage. My Grandpa taught me what it means to be an American. He taught me about ideals and traits that I now observe in our Army’s Soldiers, and that I hope I embody through service to our Nation and these Soldiers.
What it Means to Lead
A Guest Post by Nate Player
US Army Photo by Staff Sgt. Marcus Fichtl
By presidential appointment and congressional approval, the commissioned officer corps of the United States military serves as the principal leadership cadre of the armed forces. The duties of small unit leaders are often delegated to non-commissioned officers, but the ultimate responsibility of mission accomplishment or failure always rests with the commissioned commander.
How to Fail as a Major
A Guest Post by Terron Wharton
October 30, 2013 – Photo by Staff Sgt.Tim Chacon
“…the expectations of a Major are very different than those of a captain, and not everyone knows what these expectations are or the impact they have on personal and professional success.”
-MG(R) Tony Cucolo, “In Case You Didn’t Know It, Things Are Very Different Now: Part 1”
While attending the Command and General Staff College (CGSC), instructors and mentors constantly drove two points home. First, transitioning to the rank of Major and the expectations of a Field Grade Officer is a difficult and steep learning curve. Second, what made an officer successful at the company grade level does not necessarily translate to success as a Major. I have been a combined arms battalion S3 for ten months now and during this period I’ve planned, resourced, and executed field training exercises, live fire events, gunneries, an NTC rotation, and spent enough hours on my Blackberry that I never want to see one again. However, I can definitively say two things about my instructors’ advice: They weren’t kidding about either point … and they vastly downplayed both.
The Eight Essential Characteristics of Officership
A Guest Post by Nathan Player
I wrote this article while sitting in a hotel room in Madrid contemplating how I got here. I was visiting the Spanish and Portuguese militaries as part of my experience in the Army’s Schools of Other Nations (SON) Program. I have spent the last nine months studying at the Colombian Superior School of War, and I sometimes pinch myself to make sure I am not dreaming.
In 2007, if you told 2LT Player, a “CHEMO” for 3-7 Field Artillery, what the next decade would look like, he would have told you to stop teasing him because he had to finish the USR. I am confident about what he would have said, because I am him, just ten years later. However, in the next ten years, I served in multiple leadership positions at the platoon and company level. I also served in a joint special operations unit, taught ROTC, and was selected to attend a foreign service’s ILE.
Is E-Mentorship A Viable Method of Professional Development?
A Guest Post by James McCarthy
By James McCarthy
U.S. Air Force photo by Staff Sgt. Keith James, 21 September 2018
It is a senior leader’s duty to mentor junior officers and prepare them to take the reins of the future force. The biggest challenge we face is where and how this mentorship will take place. Our most junior officers have been raised in an environment where social media and electronic messaging are the predominant methods of communication. While it will be imperative for senior leaders to gain confidence and competence in the digital realm, the possibility of mentorship ever becoming a solely electronic endeavor is something that should be discussed.
Colonel Raymond Kimball, author of, “The Army Officer’s Guide To Mentoring,” claims the transition to e-mentoring is logical due to the convenience of social media, the amount of time younger officers spend on these mediums, and the diminishing use of the O-club and squadron bars as centers of mentorship. To continue October’s theme of Digital Leadership, I reflected upon my e-mentorship experiences in the form of MyVector and Facebook and the effectiveness of each.