Leadership on the Objective: Valuable Intangibles


Sometimes it takes a while to appreciate the value of certain things.

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11 thoughts on “Leadership on the Objective: Valuable Intangibles

  1. FIRSTIES! I got into the seat belt discussion with one of my Soldiers. My Soldier firmly believes that if she was wearing her seatbelt she would have died in a car wreck. Somehow this is justification for not wearing a seat belt ever again. Problem is that the National Highway Traffic Safety Administration (NHTSA) statistics show that failure to wear a seat belt; or rather the CHOICE to not wear a seat belt kills 63% of those involved in accidents. That

  2. I think a valuable intangible is our leadership ideals. Not just our leadership, but the leadership we pass on to our subordinates. Teaching our subordinates to

  3. Make a promise to them. That is my tactic. I promise my soldiers that if they do not wear a seatbelt, they will pay a price. I would prefer a reduction in rank, but usually that wont fly with my CDR so I at least put it on their annual evaluation.
    The point is, You need to make a standard for your soldiers and hold them to the standard. It is hard, put when they mess up big, they have to pay. To allow them not to pay tells all the soldiers you are weak and they can do whatever they want.

  4. Absolutely. Also, I wonder if we do a good job of showing Soldiers how to market themselves? …”We have a highly trained, middle-skill dominant, drug free, security cleared, high school educated (and higher), young and yet experienced, leadership oriented, healthy, physically fit, civic-minded, workforce able to exercise initiative and to think critically to resolve nearly any problem it is faced with.” … Sometimes, I think, Soldiers make the mistake of comparing themselves with too narrow a peer set — other Soldiers. Competing for a job in the civilian market places them in a much wider peer set. That’s where they need to make the comparison. To start, our guys are drawn from the three in ten of the general population who could even minimally qualify for military service (the standards of which are already so much higher than that sought by many employers). Then they made it through the rigors of basic training, AIT, other skill training, deployments – you name it. Do our Troops sell themselves well enough?

  5. Leadership on the Objective: Valuable Intangibles

    Valuable- The opportunity to succeed; Feeling trusted with something. Having charge of something and being afforded the opportunity of success & equally that of failure.

    the converse

    Not valuable- Micro management; it runs rampant, it is typically a display of a lack of confidence in those who use this technique. This leads to poor subordinate traits in the developmental stages. Additionally, it stunts the growth of those subordinates and the unit.

  6. My code breaking skills are not as sharp as they once were. But I will take a shot at it.

    What you are saying is, when we micro-manage it make the individual feel less valuable and therefore when they approach the civilian market, they do not have the confidense and the skills that the employers are looking for.

    Long story short, you are saying that a soldiers effectiveness in the civilian world can be a reflection of their M-day leadership?

  7. Yes that would be accurate. Empowering accountability in an environment of consequence is what we should be doing. Consequence in controlled training/learning environments are invaluable. We should be building and testing our people, therefore making them a better product to be put to market wether in the civilian world or within the Guard.

  8. You mean we should actually hold people accountable for their actions? That is just crazy talk! I think you may need to be drug tested. HA!

    Preach on!

  9. Leaders,

    I call your attention to the Troop Command Twitter feed. American Electric Power, according to our US Department of Labor contact is looking to hire dependable workers willing to learn a skill and to remain with the company long term. The company has turned to veterans because they fill the bill in this category. Losing a trainee after 18 months of training has cost this company plenty. It looks like they’re looking for 50 employees this year and potentially a hundred or more next year. I offer this not as an endorsement of American Electric Power, but as an example as to the value veterans offer employers — and this one seems to have publically recognized that value, taking positive steps that direction.

    Leaders. Help your Soldiers sell themselves.


    COL Hagler

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