SOTF - Special Operators Transition Foundation ’s Post

The Power of "We": Why Our Team is the Backbone of Our Success As an Operations Planning Manager I usually get asked how are you able to accomplish your organizational objectives even while faced with adversity, simply "MY TEAM". ✈ As you can see data sent to congress from the (Government Accountability Office) pertaining to the EP-3E aircraft we currently support; the challenges are tough, "officials stated that unscheduled maintenance has increased due to the aircraft and its systems aging, but MISSION COMPLETION RATES HAVE REMAINED AT OR ABOVE AVERAGE!" How you ask???? 🛫 Aging aircraft (EP-3E is over 60 years old!) require more maintenance and we still strive to achieve great things. But the truth is, none of it would be possible without the incredible TEAM we have behind us. 👋 The magic truly happens on the deckplates, on our assembly lines, in our warehouses, on our production lines. Our team members are the ones putting in the hard work, solving problems creatively, and going the extra mile to make things happen. We need to ensure they have the tools, resources, and even help turn wrenches when the task requires it! 😉 Employee engagement is more than just a buzzword. It's about recognizing the value each individual brings and fostering a sense of shared purpose. When our team feels appreciated and supported, their motivation soars, leading to innovation and outstanding results. 😍 Here's the thing: sometimes, in the pursuit of goals, we can get so caught up in the bigger picture that we forget to acknowledge the daily efforts that make it all possible. It's our responsibility, as leaders, to carry the weight with our team. We need to be there to celebrate their wins, offer support during challenges, and ensure they feel valued every step of the way. Fleet Air Reconnaissance Squadron ONE (VQ-1)US Navy #Navy #EP3E #ElectronicReconnaissance #NationalSecurity #AvGeek #Navy #veteranjobs #lockheedmartin #militaryaviation #warbird #avgeek #fighterjet #militaryaircraft #aircraftphotography #aviationlovers #wings #airforce #navyaviation #armyaviation #marinesaviation

More sage advice from Jed Richard

Let me tell you about the time two #army #paratroopers tested riding a camel into battle… In #construction and in the #military you have some harrowing moments - blood, sweat, and tears; although the percentage of those components has changed over time. You must smile and laugh when you have the chance. (Remember this line) Part of #connection and #partnership with our #customers is our ability to smile and enjoy through the building process. Not every component of every aspect of the job requires 100% seriousness. Our connection to our partners is our empath, our ability to relate, our ability to see problems from the user and customer perspective. We prioritize their experience over our own. But what we find most times is that the customer’s construction team and our Richard Group field management team spend more time with each other than with our own families. So the focus should be on holding each other #accountable, remaining #transparent, and enjoying the process of building a special project together. This is the secret sauce. David Hilla David Gavula Robert Colliton #constructiontitan #biggerthanbuildings #culture #partnership #fun #career #generalcontractor #constructionmanagement #commericalconstruction #infrastructure #ev #usace #navfac #gsa #va #milcon #customerexperience #hiring #veteranshelpingveterans #projectmanagement #superintendent #contracting #173rdabct

Somewhere on that warship in the front of that formation is a newly qualified LTjg Hughes on his first deployment. Within days we would fire the first shot in a war that would consume the rest of my career and the careers of most of my generation of Naval Officers. I'd leave the Surface Navy after that deployment and deploy twice more in NSW. But the lessons I learned on that ship were the sort that stick. I thought this would be a good medium to share: -You're always on uncharted ground. The 9/11 attacks weren't what any of us expected. Neither was being extended on deployment and going down to high intensity 3-section watch for 90 days. It felt like the world around us was falling down; that we were strangers in a strange land. But in reality something always happens. And time only goes forward. Where you are is never where you were. And in that realization there's a resilience that travels. Once you realize everything is new, than nothing is. -Your training doesn't prepare you for everything. But if you do it right it prepares you for anything. Enemies change. Challenges change. But the things you need to do to keep the ship in the fight don't. The day we fired T-LAMS into Afghanistan looked like the day before it. And the day after it looked the same. Success lies in readiness. And readiness is a grind. It's not sexy. -Leaders matter. I was lucky enough to share a stateroom with the most senior officer on the ship south of the skipper and XO. This was his first 9/11 too. And I'm sure he felt nearly everything I felt. But he kept his heartbeat lower than mine. Just like I'm sure the skipper kept his lower than the XO. I watched him like a hawk for cues on how I should feel. Panic? Fear? Confidence? Resolve? When the bubble goes up, all heads turn to the boss. And what's seen in the seconds, minutes and hours at the start of a crisis sets the tone. Crisis leadership is rarely fire and brimstone. It's a steady hand when the world around is shaken to its core. And it travels downhill like a freight train. -Commit early. The worst feeling I had was whenever the skipper would tell us we were extended on station. It happened two or three times. I was young. There was someone waiting for me to come home. And each time the horizon pushed out, I quit for a little and had to collect myself. My next time out, I was extended again, in even worse conditions. I remembered my past failure. I was in it to win it from the beginning, as long as it took. Everything from there is upside. The list isn't exhaustive. And nearly every vocation has some version of these lessons...they travel well. #leadership #crisis

What a great leadership story. This is what we should strive to achieve in organizations. One person should not define the success of the mission.

Leadership success is found through succession planning.

From Battlefield to Boardroom: Leadership Lessons Learned in Military Aviation Building a high-performing team requires exceptional leadership. My journey began alongside some of the most respected figures in the U.S. Army - leaders like Raymond Thomas, Stanley McCrystal, Joe Votel, Jasper Jeffers, Brendan Durkan, Thomas Williams, Alex Kupratty, Brett Johnson, and John D Maloy  - during my service in the prestigious 75th Ranger Regiment. These individuals honed their leadership skills through real-world experience. From Grenada and Somalia to the Global War on Terror, they faced complex challenges and led their teams to success. This instilled in me the core tenets of effective leadership: unwavering dedication to duty, meticulous execution, and a laser focus on mission accomplishment. My path then transitioned to the demanding world of Army Rotary Wing Aviation. Here, I honed my technical skills by mastering various UH-60 Black Hawk variants and other airframes. While the environment changed, the fundamental leadership principles remained constant. Tactical vehicle maneuvers became complex air assault operations, squad-sized missions evolved into large-scale, multi-domain deployments, and squad automatic weapons were replaced by helicopter door guns. The weight of responsibility remains paramount. As an aviation leader, I understand that the lives entrusted to my crews and me are of the utmost importance. Precision and flawless execution are essential. However, the transferable skills I acquired are invaluable. Effective leadership, exceptional problem-solving abilities, technical proficiency, clear communication, and unwavering adaptability are crucial assets in any environment. The civilian world may not demand the same level of constant vigilance, but the desire for strong leadership transcends boundaries. Military aviators are forged in the crucible of high-pressure situations, where success hinges on strategic decision-making and flawless execution. By integrating these valuable skills into the civilian workforce, we can contribute significantly to the success of your organization.

Today’s #humpdayhighlight is Lt Col (ret) Paul Cancino! Paul completed his BS in Business Management from the United States Air Force Academy in 2002 and went on to complete his MS in Logistics and Supply Chain Management at the U.S. Air Force Institute of Technology in 2010. Next, he earned his MS in Public Affairs from the University of Texas at Austin’s Lyndon B. Johnson School in 2021, and most recently a MS in Public Administration from Harvard University’s John F. Kennedy School.   Paul was commissioned in 2002. He was deployed twice to Iraq in support of OPERATION IRAQI FREEDOM, and three times to Afghanistan in support of OPERATION ENDURING FREEDOM and OPERATION FREEDOM’S SENTINEL. He served in a variety of positions and echelons ranging from imbedded air advisor, three-time squadron commander, director of operations, executive officer, task force staff, installation power and water production officer, and aerial port flight line duty officer, with extensive airlift, supply chain, and joint/coalition mobility experience.   Paul’s greatest memories are of learning from AFIT professors Dr. William Cunningham, Major/Dr. Daniel Mattioda, Major/Dr. Ben Skipper, and Col/Dr. Ned Sandlin. “It’s great to analyze case studies, but I was blessed to have engaged with and learned from leaders who personally took theory and applied it to real world modern-day combat, contingency and humanitarian relief operations. They turned academics into reality, making their work relevant to the classroom and the battlespace.”   Paul’s AFIT and operational experience galvanized the maxims he lives by: 1.    There is fast, there is cheap, there is high quality. You only get two out of three. (Dr. Cunningham) 2.    Logistics is the pacing item for all operations. You can’t out pace logistics (Dr. Mattioda) 3.    Operations are the dreams of planners. We make those dreams a reality (Dr. Sandlin) 4.    Logisticians don’t deliver good or bad news. It’s just facts. (Dr. Skipper)   Paul’s advice for AFIT graduates is to “Get first-hand experience by being at the point of contact”. You can read and research reports and data endlessly, but there is so much information that is lost in translation, and so many heuristics that are not written in the AFIs and LOIs. Get out to the field and get intimately involved with the operations so that you can truly understand the problem and the needs of the people who you are supporting. “Being there” forges strong relationships, lends credibility to your work, and demonstrates your level of commitment. Thank you, Paul!

https://lnkd.in/edXRSh9E For one month I acted as a financial transaction approval authority and worked as the Officer in Charge (OIC) of 2/11 Airborne Division logistics for an airborne jump and training exercise during an international joint training exercise in Australia. My biggest take away was that information organization will make or break you. Everyone will be second guessing if things were done or communicated. It's important to know what has been accomplished by you and your organization. When points of friction and confusion come, having your ducks in a row will prevent double work, prevent frustration, and will increase trust across organizations.

Today marks the end of my Naval career after 20 years of service - and I find myself incredibly grateful for the opportunities I've had, as well as optimistic about where our United States Department of Defense is heading. Beyond service as a fighter pilot and test pilot - I've been unbelievably lucky to help contribute to a number of projects and organizations that are having a tangible impact on the safety, efficiency, and combat effectiveness of the fleet by pushing innovative technologies to the front lines: - IPARTS is now integrated into SHARP and helping to track carrier landing performance across the fleet. - EMALS is providing reliable endspeed to every aircraft launching from the deck of the USS Gerald R Ford. - Precision Landing Mode (otherwise known as MAGIC CARPET) has fundamentally changed how we land on aircraft carriers. But, perhaps more important in the long run, the Defense Innovation Unit (DIU) has grown from being an "experiment" initiated by Secretary Ashton Carter in 2015 (Secretary Mattis removed the "experimental" moniker in 2018) and is now the premier defense innovation org within the department. Raj S. and Michael A. Brown helped build a tremendous foundation for the organization by enabling innovative companies who might not otherwise consider the defense applications of their products to become "dual-use" - breaking through the acquisition process to build meaningful revenue, while fielding meaningful capabilities quickly - the CSO and OTA processes have fundamentally changed the game here over the past five years. I wholeheartedly applaud Secretary Austin's recent appointment of Doug Beck as Director - his unique "dual fluency" background as a tactically experienced senior Naval Officer and Apple Executive (in addition to being a Rhodes Scholar) make him the perfect leader for this next era of DIU. And the transition of the unit back into the Office of the Secretary of Defense will ensure that DIU has the top-cover it needs to continue breaking down barriers. Combined with accelerated funding from Congress, these are the necessary next steps to help ensure that we can continue to accelerate commercial technology for national security. Despite what some may say - the future is bright for defense innovation! Now, we just need to tackle the ATO process... our ability to build and ship software capabilities quickly will define this next era of innovation. It's time to rethink our policies around the Authority to Operate (ATO) approval process. A few final words of advice for any Junior Officers who might come across this post: 1. Fight cynicism - you can have an impact on the system - it just requires patience and persistence. 2. Find the leaders that inspire you - stay in touch with them, and work with them across your career. 3. Be willing to take risks and chart your own path - I was once told that taking time out for grad school would kill my Naval career... I'm grateful I didn't listen.