Second Front Systems’ Post

An independent panel report directed by DHS Secretary Mayorkas to review the Secret Service cited a poor culture, and recommended the leadership be replaced by outside individuals. Can you imagine an independent panel reviewing the Marine Corps and recommending the entire leadership be replaced. Some may question if "all" leaders from top to bottom be replaced, but ask yourself the following: what is the likelihood that the Beta males/females in the chain were promoting Alphas. Were they promoting top performers, who were respected by their teams, who took recommendations from their teams, who held themselves accountable for failures of their teams? I've never seen this happen in corporate America and doubt it happens in the SS. Remember when the acting SS Director said, "the SS is responsible for the protection of the President, but I can't understand why the local police didn't have eyes on that roof." Any doubt he has blamed others for his failures his entire career. Any doubt he was mirroring what he learned from his superiors? Veterans have to prepare themselves and have a strategy to deal with Beta's like the SS leadership. #veterans #veteranshelpingveterans #marines

This illustrates why the CAF cannot solve its staffing and morale issues without outside help: there is no culture of open criticism in the military, because outdated concepts of duty of loyalty, and the toxicity it produces, precludes it.  Part of the solution is to separate people management standards from duty of loyalty provisions, build an antiharassment culture that promotes open criticism, and structure financial bonuses for the senior ranks so that they reward positive people management outcomes, namely low harassment and retention. But can one trust officials who downplay toxicity to get that job done? No. So a key piece of the puzzle is to build equitable, representative, antiharassment workplaces from the ground-up, staffed by leaders who embrace a culture of open criticism.  In May 2024 Taylor published articles in the Hill Times calling on the CAF to enlist former service members to help train new recruits.  The problem with this call to re-enlist is the assumption that former service members would want to willingly return. Many won’t. If they left the CAF to escape a toxic workplace, they will not return to work for the leadership who abetted it or denied it.  But they may return to work under new leaders who have a demonstrated track record of excellence in people management, and who do things differently.  EQiSpace can help the CAF to build these workplaces. Can we change the entire CAF culture with the snap of a finger? Obviously not.  But we can help build workplaces with a positive culture, from the ground-up, on a mission or project basis.  Given the recruitment “death spiral” facing the CAF, it’s time to roll the dice on new and innovative solutions to help achieve key CAF deliverables.   #CAF #Recruitment #HR #DEI #EQiSpace #Racism #Sexism #Harassment #Toxic #Leadership

🏀 Meet Our Special Guest: Mike Meyers 🏀 Bio: https://lnkd.in/gzGhr4_J In this episode, we'll delve into: 🏀 Conversation with United States Army Veteran and Commissioner of the Military Basketball Association (MBA), Mike Meyers about military, leadership, sports and much more 🏀 Explore the challenges he faced 🏀 Top lessons learned in career, business and life 🏀 Why we need to change the narrative of service 🏀 What drives and motivates him today

The Midnight aircraft is a sight to behold. Soon, it will be a common sight in the sky, linking cities and communities in ways we can only imagine today. The outstanding partnership between Archer Aviation and the United States Department of Defense (DOD) is vital so that the United States leads the world in the future of Advanced Aerial Mobility (AAM). As one of the most important transportation revolutions in history, our nation's combination of innovation and smart public policy will ensure that America writes the rules of the road for the future of flight...even though where we're going, we don't need roads. This adds to the recent Space Act Agreement, signed in January between Archer and NASA - National Aeronautics and Space Administration; they will work together to accelerate the development of battery cells and safety of AAM, as well as further space applications. My colleagues who serve with me on the DOD's Defense Business Board know that this fast-emerging global market for AAM, as well as the future of global supply chains and sustainability, depends upon this collaborative partnership between the public sector and our leading aerospace companies. #Archer #DepartmentOfDefense #MidnightAircraft

In a few days, on June 6, 2024, we will celebrate the 80th Anniversary of D-Day, the invasion of Normandy, by Allied forces in WWII. The leadership shown by Eisenhower and many others is an example for us today -- and today, with the world on fire, we desperately need examples of effective leadership. Watch this video, where I discuss the exceptional leadership of General Dwight D. Eisenhower: https://lnkd.in/g6YJbQGE

Yet, their own calculator show that they are cutting the drivers revenue, the ones the GHC are supposed to help. The boots at the curb. Remember that? Every post these people put up, do not allow for comments either. What are they afraid of? The truth of how they're ripping off the American truck drivers? The truth in how they have helped USTRANSCOM to cut the FSA for 2024? The truth in how USTRANSCOM has given the GHC contract to the lowest rated, and worst rated, MMC in the industry? Anyone can go and see the reviews at BBB. Look up tierone. How about the small business that TierOne slow paid or never paid for services provided?

Respecting the Chair and the Leadership it Represents Recently, I held a couple of meetings in a conference room that wasn't mine. In my first meeting, some attendees asked why I wasn’t sitting at the head of the table since it was my meeting. My response was simple: it wasn’t my chair. It was the commander’s chair. To me, certain chairs hold significant meaning. The commander’s chair, the Chief’s chair, the First Sergeant’s chair, and the Senior Civilian’s chair each represent leadership, responsibility, and the dedication of the individuals who occupy them. I believe in respecting these symbols of authority and the chain of command they represent. I am here to support the men and women who sit in those chairs, as well as the Airmen and Guardians who follow their lead. By honoring these positions, we acknowledge the hard work, commitment, and sacrifice of our leaders and reinforce the values that make our military strong. Remember, it’s not just about where we sit, but how we respect and support those who lead us. Space Loggie out! #Leadership #Followership #LeadBoldly #Space #logistics

In this episode, Andrea speaks with the Commander of the USACE - Omaha District, COL Robert J. Newbauer about the vital mission and opportunity of the Army Corps of Engineers, and how civilians serve the country by creating engineering solutions for the Nation’s toughest challenges. They discuss COL Newbauer’s passion for leadership development and his emphasis on self-awareness. https://lnkd.in/gm4PNgM5

We're witnessing a thought-provoking discussion on leadership and military strategy in the latest blog post from The Atlantic. In this article, the implications of recent statements made by Donald Trump regarding military leadership are analyzed, drawing historical parallels that challenge our understanding of authority and ethics in governance. This post delves into the complexities of military leadership and the significant responsibilities leaders hold, prompting us to consider the consequences of such comparisons. For those interested in the intersections of politics, history, and leadership, I recommend reading the full article here: [The Atlantic - Trump: 'I Need the Kind of Generals That Hitler Had'](https://ift.tt/YyVEhBX).

The military, like any large bureaucracy, is structured in a way that promotes individuals up to their level of incompetence—a concept famously known as the Peter Principle. In contrast, the civilian sector often addresses incompetence by firing those who are unable to perform. In the military, however, those who don’t measure up are frequently shuffled into different leadership roles rather than dismissed. Consider this as you arrive at your next assignment and find yourself questioning why the unit seems dysfunctional. Often, it’s because many leaders have risen to, or beyond, their capability. They linger in the system because they know they wouldn’t make it in the civilian world and can just get by. Watch and observe closely in meetings—not just what they say, but what they actually do. You’ll soon recognize who these individuals are.