Defense Logistics Agency’s Post

This year is now known as the "Year of the NCO" in Space Operations Command. As a former NCO and servant of many current NCOs, I think this is awesome. An entire organizational vision to empower our NCOs and ensure leaders up and down the chain value NCOs as they should. It's also a tad disheartening that we have to have this called out. NCOs have always been the backbone of our military, and losing sight of that will 100% derail us against strategic competition. Perhaps it's the prior NCO and SNCO in me but I always tell my NCOs that THEY run the organization. THEY have the skills, expertise, and tactical-level connections that drive mission success. I should have seen the Year of the NCO coming though as many of my NCOs are surprised when I follow through on my words. There is no greater joy as a leader and mentor when your personnel embrace this and run the unit with precision, strategic thinking, and grace. It actually makes the leader's job easier and drives successful ops faster and more efficiently. It's simply amazing. I challenge all my fellow servants out there to empower their NCOs...TRULY empower them in word and action. It's time to re-solidify that backbone. #leadership ##leadershipdevelopment #thoughtoftheday #military #spaceforce #ussf #sempersupra #deltasup

“Army Civilian Professionals are part of the competitive advantage the Army possesses that neither technology nor advanced weaponry and platforms can replace. Developing leaders is a complex and complicated undertaking because it is primarily a human endeavor—requiring constant involvement.” - Dr. David Quisenberry, Department of Organizational Leadership Director of Army Management Staff College Recently, a group of Army Civilian Professionals and Local National employees were the first to be able to complete the Civilian Education System Intermediate Course in person on U.S. Army Garrison Stuttgart. Instructors tailored content to ACPs' needs, fostering adaptability and self-awareness. US Army Installation Management Command Directorate-Europe will host additional in-person CES courses in the near future. Read how the course impacted the ACPs in attendance: https://lnkd.in/dV9QsqVi #EducatetoWin #TeamArmyU #WeAreIMCOM #ArmyPossibilities

One of the tasks of the US Patriot Chamber of Commerce is to assist servicemembers who have transitioned into civilian leadership roles. Once appointed, we partner military and civilian leaders together to learn from each other and reinvest those learned skills back into our community for commercial and social development. #transitioningmilitary #transitioningservicemembers #transitioningveterans #transitionfinance #leadershipdevelopment #leadership #military #veteranshelpingveterans #veterans #USPCOC #patriotchamber

At Quest Defense, we stand strong in our appreciation for the armed forces. We believe that there are many things you can learn as a military officer that translate perfectly into the civilian world. In this piece, Brig. Gen. David Elwell talks about his experience in the Army and how it has positively impacted his personal and professional life. Elwell says that some of the most important skills he learned in the Army are communication and collaboration. “The leader has to know how to communicate the mission and then merge the team together... If your team does not gel, or if you don’t have the right people in the right seats, you have to address it immediately." I have to agree with him; in the military and business, the leader has to be an effective communicator. You can check out the full article here: https://lnkd.in/eA3P2vai #MilitaryLeadership #TransformationalLeadership #LeadershipLessons

‘Plans Are Nothing’ But as Dwight D Eisenhower went on to say, ‘planning is everything’. That is one of my favourite quotes and one that I used frequently when I was coaching the leaders of the Parachute Regiment and Royal Marine Commandos in their operational planning.  I think Eisenhower – supreme commander of Allied forces in Europe during WWII and later president of the USA – really did have a point. Why? Well, as another great US fighter said years later, ‘everyone has a plan until they get punched in the mouth’ – thank you Mike Tyson.  Military organisations more normally say that ‘no plan survives contact with the enemy’.  And that is the point. No matter how much rigour you put into your planning, the product – your plan – is very unlikely to be implemented in the way you had foreseen, because circumstances change. But that doesn’t mean you shouldn’t plan.  Quite the opposite, as Eisenhower emphasised.  Thorough planning, including in-depth consideration of all the factors, detailed risk analysis, comprehensive testing of the plan, and full rehearsal is the way to ensure that you can react to changing circumstances.  Proper planning gives you the flexibility and agility to adapt and still be successful, because you have thought about the likely issues, have alternative strategies up your sleeve and have developed contingencies.  You may get punched in the mouth, but you have built your resilience to not be rocked back, and to continue to make headway, due to your planning. More than that, by including your team in the planning, you will have developed better teamwork and cohesion.  Trust and loyalty will have been enhanced, and the team will have the buy-in and commitment to the plan necessary to guide its implementation through the inevitable choppy waters. Don’t plan for failure by adopting the ‘no-plan plan’.  Plan in detail, knowing that your beautiful plan is unlikely to succeed as written, but that the planning itself will ensure you achieve your objective. almacinspire.co.uk #leadership #leadershipcoaching #leadershipdevelopment #leadershipcoach #planning #strategicplanning #strategicplan #mentoring

There is no vacuum in command! The Republic of Kenya recently suffered a great loss - the untimely death of the Commander of their Defence Forces, General Francis Ogolla, who perished in a helicopter crash with 8 others. My thoughts and prayers go out to their families. I was listening to a retired Major in the KDF speak on how the military prepares for leadership transitions. Here is what he said (paraphrased): "In the Military there is no vacuum in command. People are trained two levels higher and operate one level down". This is done to ensure that there is never a vacuum in leadership - there is always someone trained and ready to step in and fill any gap within the shortest period of time. I will adopt this as my leadership pipeline strategy: Train two levels higher and operate one level down. #Leadership

USASMA Class 75 picture day complete. Department of Command Leadership (DCL) complete. In DCL, we shared experiences and learned Army doctrine on how to be more effective and influencial leaders. I learned more about myself in this department than any thing else. I look forward to applying these best practices to both future military assignments and civilian occupations. #BeTheChange #Class75 #USASMA

As I went through West Point, I learned a framework for leadership. I learned the history of military leadership and government, and how that had impacted the world. And then I had practical experience when I commanded soldiers as an airborne ranger infantry lieutenant. And the best part of that was when I went to the Special Forces Warfare School, and went to the course for civil affairs, and the entire role was to interact with a community, understand what's important to them, be respectful, and follow their customs. This, I believe, has given me an advantage. And this sort of training provides a huge advantage for entrepreneurs. Scout Ventures #themindfulentrepreneur #dualusevc #dualuse #frontiertech #leadership

Failure is good. Failure is an option off the table. Failure is one step closer to success. Shift your mindset to see failure as a positive step towards success and a necessary part of the process to achieve your goals. — I’m Justin. A veteran and Leadership-Transition coach that helps military members discover their strengths and transition to the civilian sector with clarity and confidence. #mentalhealth #leadership #peersupport #veterans #military #professionaldevelopment

My military unit got a new Brigade Commander recently, and he pulled all of us leaders into a room to introduce himself and share his plans for our brigade. He started the discussion off with a question to each of us, “What is our mission as a unit?” We all took some time to ponder and began ideating to ourselves. Some of us were thinking our mission is to take care of our soldiers, others were thinking we exist to serve our communities. His answer should not have surprised any of us given we're a combat unit, but on the contrary, we were almost taken aback by the simplicity in his response: “We exist to win America’s wars.” Quite a sobering message.   100% of us in that room have no desire to fight another war. But that’s not his point. He bluntly shared our #1 priority as a unit, so we have laser focus in our leadership approach, a process I’m in full support of. Often times as leaders we cascade down too many priorities to our teams, or worse yet the wrong ones. Vigilant prioritization is crucial for our teams to succeed.   For me as Chief of Staff for GIN, my priorities are simple: Maintain strong profitability and ensure employee growth and satisfaction. Now, there’s plenty of other "priorities" I focus on, but at the end of the day these are my North Star.