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20150110_172457_Richtone(HDR)We are making the same mistake with returning Vets as we made in Iraq the first time.  We failed to promote the better option.

No 22 push-ups for me, no challenges, just actual work.  All of the foundations do enough awareness and believe me, there are enough egos behind the initiatives.  The awareness, beyond fundraising, can be doing more harm than good if you ask some epidemiologists, as highlighted by Malcolm Gladwell’s book The Tipping Point”.  Find a brief review of the concepts here in the New York Times.

We hear PTSD and suicide as if they are near synonymous… and I will say the word or claim of PTSD is over used and overly romanticized.  PTSD is not a disorder, it’s a natural human response to exposure of a reality that we hope most will never know.  Beyond that, the knowledge is a burden that must be carried.  It’s not treated; rather learned to live with.  But, I’m not focusing on PTSD.  I want to focus on romanticizing the suicide rate and victimizing.

Want to actually impact the suicide rate for Vets?  Give them something better to do, a better option.  Show them they haven’t lived through the best part of their life.  Give them expectations, not excuses.  Just like American Military Generals recognized, one of the primary mistakes made in Iraq was failure to build an infrastructure after taking Baghdad.  An Iraqi is less susceptible to be convinced to become a suicide bomber, or be bought as a soldier, or fear their family starving, if they have a sustainable way of life, an income, and a contributing role in their community.

Don’t give Vets hand-outs, sympathy and aimless “hugs”.  They all have a time and place, but are not the solutions alone or collectively.   Put the Vets to work and demonstrate their impact and purpose that is still ahead of them.  Sometimes that means giving them expectations.  Sometimes that means giving them the chance to fail.  All the time it means guiding them to understand how they are translating and demonstrating themselves to others, and most of the time that means equipping them with a meaningful career path.

There is no, single correct career path for any person, Veteran or otherwise.  But with Veterans, going from a role of indescribable purpose, to a role where you aren’t sure if you have a purpose anymore, or if you add value, or if you can provide for your loved ones… it’s tough.  Add the burden of knowing what it really means to have friends, to love, and to sacrifice.  They know what it means, and why it is so important to put others before self.

No good gripe or complaint is worth it without a suggestion.  What’s my suggestion?  Spend less time romanticizing the visible symptom and create a solution for the source.  How do I do that?  Well, I chose to be a part of Four Block; we work on career development for Veterans.  Not a two day, or two hour workshop where we forget about you after.  Not a once a month phone call or Skype.  But a comprehensive, content retaining, and impactful, LONG-TERM solution to promoting successful transitions of Military Veterans into productive members of society.

They say idle time is the devil.  Well, idle ambition is a death sentence.  Let’s focus less on romanticizing the excuses, focus on holding each other accountable for desired expectations and reminding us all that we have a purpose.  Change the narrative.

As is always the case with my articles here on LifebyDamien.com – views and thoughts are my own, and I welcome yours in the comments as well!

 

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leadership is not always comfortable

In the absence of leadership, he who holds himself and his peers to a higher standard than is demanded will rarely have 100% approval ratings from peers. Those peers who actively seek self improvement will show interest; those who don’t might show resentment.  A key tool in leading peers, particularly without any given title, is to carefully monitor and manage your methods of communication.

This doesn’t mean you will gain the 100% approval rating, but it may help to ensure you don’t earn disapproval on account of unintentionally sending the wrong message.  You may also need to check your own definitions, to ensure your own definition of seeking self-improvement and performance is not blinding you from seeing the ways others may do the same – just in different ways.

Still, I remain supportive of those who maintain a higher standard.  Even at the risk of not, “pleasing everyone”.   The reward of positively influencing one, or being an influence in the development and growth of another, far  out-weigh the cost of an unambitious collegue.  They are only the few, and will either catch on eventually, or just weed themselves out.

Whether it be the advances in technology that we use daily such as electricity, cell phones, refrigerators, fleece or the internet – or – the awe inspiring accomplishments of our world such as landing on the moon, the space station, virtual reality, olympic world records or your favorite theme park – We wouldn’t have any of it, if we all settled for the standard.

We’ve become the society we are, we’ve made many accomplishments and will continue to accomplish more – on the backs of those who didn’t let us just meet “the standard.”

#whoisleadingyou

Management is tangible.  It is about the effective and efficient completion of task items.

Leadership is intangible, and it is NOT about you.

If you are developing those in your charge, they will grow and will be offered opportunities.  Don’t be bitter; be proud.

If you are NOT developing those in your charge, they will FIND other opportunities.  Don’t be bitter; be better.

It’s no secret that in today’s global economy, if you are not improving you are losing.  So if nothing else, you must be moving forward or in the general direction you aspire to go.

When guiding discussions about establishing “SMART” goals for students, transitioning Vets, or professionals I like to use the GPS analogy…  When using a gps, you must input the address in order to get directions to your destination.  With all the technology in the world, you still can’t arrive at your destination without identifying it.  Well, I’d like to add that – you don’t have the luxury of delaying your decision of where to go.  Actually, you HAVE to be driving… in some direction…At some speed until you can decide on a destination.

So… what happens when you are behind the wheel of a bus, that can’t slow down and you have no destination?  Well Sandra, stopping is not an option.  Thus, the title of this post… and what happens now?  What for those who have identified that you “don’t know what you want to be when you grow up” but have a career started?  You can’t stop the bus, but if you don’t identify your destination soon, you may be traveling in the opposite, or at least wrong, direction until you do.

Typically I like to propose a feasible solution or recommendation each time I highlight a conflict or hurdle.  This time, I don’t have one… or at least not a good one.  You might want to find your Keanu Reeves, a mentor, or an outside perspective that can help you get on course – before things blow up.

The Employer’s Equation:

Veteran Recruitment and Retention

One thing I learned in training to become an infantry officer or as a Marine officer in general:  You have to turn the map around.  In combat – that means you need to see how your enemy expects you to act, and then exploit their plan.  In the civilian world I see it as a mix of strategy and desire as described by the amazing and late, Randy Pausch, creator of the Last Lecture at Carnegie Melon University.

Randy says, in life there are walls.  But those walls are for other people; those walls help you because it keeps those other people from getting to YOUR dream.  If it’s your dream, you’ll find a way around those walls.  As a vet looking for a job, your opponent, your wall, is not an adversary; instead it’s the need of the employer.  If it’s YOUR job, then you will find a way to get over the translation wall and exploit the needs of the employer by demonstrating your ability to fill them.

But for now, I’d like to share an idea with Employers.  In the 1990s, only 3% of the nation’s population was made up of Veterans, while 8% of CEOs in the fortune 500 were Vets – that’s no coincidence.  That’s what happens when drive, technical expertise, and leadership ability come together.

When employers begin thinking about hiring Veterans into their company it starts with the question:  Why Veterans at [insert company]?  Truth of the matter is… they aren’t turning the map around, and they are asking the wrong question.  Let me correctly rephrase the question:

“Does [insert company name] deserve Veterans?”

Hiring Veterans makes business sense; it is not a philanthropic issue.  I’d like to point out a few issues that face employers who enact a Recruitment and Philanthropy only Initiative, and I present them as an equation that results in Turn-Over or Retention.

Philanthropy V. Business, PvB (negative values for Philanthropy; positive values for Business)

Culture Training, CT (a value of 0 for no training, and increasing positive value for added training)

Mining for Oil, MOe (An exponential, “force-multiplyer” of the sum of the previous two values)

Turn-Over / Retention, “Retention” (a negative product results in increased turn-over; a positive product results in retention and efficiency in recruitment)

Looks like:

Employer's Equation for Retention

Employer’s Equation for Retention

There should be a multiple in front of CT, as internal training on culture for the Vets, and leadership for managers is more impactful to the equation than the PvB in many ways, but I cannot identify a percentage to weight it.  I’m going to give a brief explanation of each component, and then I will explain aspects of the equation in my next article.

Philanthropy V. Business:

Recruiting Veterans is a business choice, and it makes business sense.  Just like any business venture with a measurable ROI, it takes investment and monitoring.   Philanthropy is more like what fighter-pilots refer to rockets as “fire and forget”.  You write the check, sign off on the agreement, and it generates smiles, warmth and a few positive PR effects without much follow-through needed.  It also has hard to measure ROI, and its effects cannot be controlled once committed.  If employers only see Vets as a philanthropy and PR topic, rather than the ability to increase training, retention and desire through-out the company – they will never get the value out of the investment.

Culture Training: 

As outlined well through experience and in documented surveys in Emily King’s book “Field Tested”, hiring a Veteran for their leadership and not helping them adapt to corporate culture is a quick way to increase turn-over (civilians don’t take well to command and control leadership).  However, adjusting this to more of a highly efficient, servant leadership style is easy to do if you plan for it.  Veterans also receive a full-time education on customs and courtesies of the military until it encompasses all they do –this needs to be readdressed with recently transitioned Veterans in the workforce.  Don’t think it is that powerful?  I will address this very issue in articles to come. In the meantime, feel free to revisit the second half of, Isolated.

Mining for Oil:

Veterans are like Mining for Oil… especially the good ones.  If a company recruits and retains a Vet, providing them with a positive experience – the Veteran will tell his friends.  High-quality Veterans that employers are seeking are often connected with each other.  You find one – and you find many.  This works in reverse as well:  Burn one good one, and they will warn off their buddies.  The result is a greater negative effect on Employer desirability in the Talent Market, and increased struggles for the company to find good talent.  With companies like LinkedIn now tracking an employers’ “Total Brand Index”, this is a force to be reckoned with.

I will leave it here for now.  The equation is my gift to employers.  Stay tuned as I carry out the next series of articles centered on this very topic.  Touching further on the level of friendships and relationships Veterans once shared, culture of training, mining for oil, and how quotas (often a product of philanthropy) can hurt your company.

As always – please share, and please share your thoughts.

The United States Marine Corps awards the right to carry the “Mameluke” Sword (Seen in Chrome and Gold) to Commissioned and Warrant Officers.  The Marine Officer’s Sword commemorates the jeweled Mameluke sword that was awarded to Lt. Presley O’Bannon after leading a small Marine Detachment to march over 550 miles through the desert before attacking and retaking the enemy’s, heavily-fortified, Derna, Tripoli position.

The Commissioned Officers' Mameluke Sword and the Marine Enlisted's "NCO Sword"

The Commissioned Officers’ Mameluke Sword and the Marine Enlisted’s “NCO Sword”

Today we focus on the Junior Military Officers [JMOs]:

So, let’s briefly go over the profile of a Jr. Military Officer.  I have to admit – I am not as excited about this group as I am the Jr. Military Enlisted – but that doesn’t make them ANY less valuable to the workforce.  On the contrary, my reduced enthusiasm is because JMOs are SO well positioned to take on roles in Corporate America!

First – the hard numbers.  When I refer to JMOs, I am referring to the bell of the curve for officers that:
–          Commissioned after earning a degree and have not had prior military experience as a JME
–          Served honorably for 4-12 years (considering those under 4 years doesn’t help as they are under obligation to serve for a minimum of 4 years, and frequently longer).
–          Previous salary ranging from $66k-$101k/yr (Tax adjusted equivalent: $74k-$115k/yr)
–          Make up less than 10% of the Active Duty Military

JMOs Typically
–          Directly responsible for Assets and equipment usually ranging in Millions to hundreds of millions of dollars.
–          Responsible for 5-150 personnel
–          Have had unparalleled leadership training, and leadership-development training to include proper implementation of performance evaluations, and performance evaluation systems.
–          Have hands on experience in organizational change and change management
–          Have “Employee Relations” and Human Resources expertise regardless of their military specialty
–          Have at least a SECRET DoD security clearance

Depending on the service, many JMOs will have a degree that is relative to their career field.  The Navy is the service where this is most common.  The Marine Corps would be on the opposite spectrum, as Military Occupational Specialties (jobs) for Marine Officers are assigned based on the needs of the Service, with respect to the Marine’s most desired role, and their performance.  At the same time, The Marine Corps is the only service that requires ALL Officers regardless of job, to attend the world’s highest rated leadership course, known simply as “The Basic School” [TBS].

From every civilian organization I have had conversations with, I hear a common theme – It is not so difficult to find someone great at their job; it is ever-difficult to find an effective leader that develops members of the organization at the team level.  In civilian organizations, the logic follows “I’m the best at what I do, and I have earned the right to be promoted into a Sr. role”.  That may be true – but technical expertise and leadership are far different.  JMOs are taught to lead FIRST.  Then they are given the tools of their trades.  Marine Officers spend 6 months, 60-100 hours per week, training with peers – solely on LEADERSHIP, refining their ability to develop OTHERS.  They are the Michael Jordan of corporate employees.  When they are on the court, the rest of the team plays better!

JMOs have experience in developing and being held responsible for the development of protégés, and the junior members of their organization.  Their measure of performance is based on their team.  This is a trait normally reserved for very senior and C-suite executives.    It doesn’t have to be – a JMO is willing and able to fill the void your organization has in developing it’s young talent, creating organizational loyalty, commitment, and efficacy.

When reviewing the resume of a JMO, or interviewing them and you notice a specific job skill they don’t have enough “experience” with – ask yourself:  Which will cost my organization more, teaching him how to use Salesforce, or sending my Salesforce Admin to six months of leadership training and a following 3 years of practical application?  You can hire one technical expert, and you’ve gained one savvy technical expert for your job field.  You hire a JMO, and you gain a team of motivated members of the organization; all constantly being challenged to perfect and grow their technical expertise.

How to Create a Veteran Associate Program (Hiring and Program Guides for Managers and Veteran Profiles included along with an incredible study conducted by the Institute for Veterans and Military Families out of Syracuse University.

The United States Marine Corps awards the right to carry the “Non-Commissioned Officer’s” Sword (Seen in gold and black leather scabbard) to those Enlisted Marines once they obtain the rank of Corporal (E-4).  The Marine NCO-Sword is the oldest weapon in continuous service in the U.S. inventory.

The Commissioned Officers' Mameluke Sword and the Marine Enlisted's "NCO Sword"

The Commissioned Officers’ Mameluke Sword and the Marine Enlisted’s “NCO Sword”

Today we focus on the Junior Military Enlisted:

According to the most recently available (2011), complete figures I could obtain per the Dept. of Veteran Affairs, Junior Military Enlisted service members (Those enlisted members with 4-12 years of service, and in the ranks E-3 to E6) make up nearly 50% of the Military’s force.   That is the single largest group of any of the four groups described last week.

First, to reduce risk of carpal tunnel, I will refer to a Junior Military Enlisted service-member, or a Veteran of that group, as “a JME”.  The typical JME has spent 4-12 years on Active duty in the military and in addition to being immersed in leadership training that entire time, they have spent 2-10 of those years in a leadership role.  During which time they have been responsible for up to 30 direct reports (in cases much higher, and in cases never more than a handful).

JMEs with this leadership experience are experts at handling ambiguous situations and making decisions based on what they best understand their superior’s goal or intent to be.  This translates into becoming a manager in a larger corporation that can lead and employ his team, setting and meeting team objectives that are aligned with the organization’s strategic vision.  In the military we like to refer to it as “Understanding a clear Commander’s Intent while operating in a decentralized command structure”.

With the fruition of the Post 9/11 GI-Bill, JMEs are able to pursue higher education at amazing rates.  Based on size alone, separating JMEs who pursue higher-education vs. those who don’t would constitute adding a 5th group.  For ease of identification we will remain with four.  However, from this point forward, I will refer to solely the group of JMEs who pursue higher-education.

For the corporate world, where a Bachelor’s degree is required for employment, seeing a JME with a degree or in pursuit thereof is a great signal!  This means they are already demonstrating a prized leadership quality – Know yourself and seek self-improvement.  Not to mention they have taken Initiative to do so, maintain an internal locus of control, and are combating the ambiguity of financial pressures and security in order to complete their education as opposed to looking for immediate financial gain.  This is a distinction worth noting.

JMEs are SEVEN TIMES more plentiful than Jr. Military Officers (JMOs), and bare the same leadership and educational experience after completion of their degree.  It should be said however, that JMOs get more formal training in the honing and development of their leadership abilities.

To wrap things up, here are two points that are often over-looked by under-exposed and improperly educated Recruiting “Professionals”, often those who will only recruit or who have “clients” that will only hire prior “commissioned officers”:

  1. Formally, Staff-NCOs (Ranks E-6 and above) are charged with the development and mentorship of all JMOs until the rank of Major/Lieutenant Commander (O-4).  In practice, JMOs until the rank of Captain/Lieutenant (O-3) receive constant mentorship and development from JMOs (E-4 and above).  Yes – these NCOs or JME are exactly who have been developing these highly sought after JMOs!
  2. A typical JMO that gets out of the military after 4 or 8 years of service has earned a degree, and THEN gained his leadership training.  A JME who pursues higher-education will have received his leadership training first and then receives the most current in academic training while earning a degree.

 

I’d like to leave our brief description of the JME at that.  Next week, I will even things out a bit by diving further into the unique and valuable assets the JMO offers employers in today’s corporate world.

Until then, I hope to see as many Veteran seeking, or knowledge hungry Human Resource Professionals at the NYSE 2nd Annual Call to Action Forum on Nov. 1st at the New York Stock Exchange in New York, NY!

How to Create a Veteran Associate Program (Hiring and Program Guides for Managers and Veteran Profiles included along with an incredible study conducted by the Institute for Veterans and Military Families out of Syracuse University.

Overly delayed, but as promised, let’s start looking at the different profiles a high-potential U.S. Military Veteran will likely fall into.  I like to give a broad breakdown of the Veteran Profiles that are most likely to be seeking to enter the non-military workforce.  In doing so, there are four main groups.  I have also described and made the case for one of the four groups in the recently released Hiring Manager Resources published on the New York Stock Exchange Website (I’ll link the work at the end of this article).

The Commissioned Officers' Mameluke Sword and the Marine Enlisted's "NCO Sword"

The Commissioned Officers’ Mameluke Sword and the Marine Enlisted’s “NCO Sword”

The four main groups of Non-Retiring Veterans are:

–          Senior Military Officers (SMO)

–          Junior Military Officers (JMO)

–          Senior Military Enlisted (SME)

–          Junior Military Enlisted (JME)

Many have heard of the JMO, as they have become a highly targeted candidate pool for both corporations and placement agencies alike.  Where else can you find a pool of talent with post-degree work experience, and a resume of leadership and responsibility that often includes multi-million dollars in assets and organizational command often exceeds 300 people?  The problem is, they only represent 7% of the military – and not all 7% exit the military.  The amount of JMOs actually exiting the military is closer to 2% of the entire military assuming 67% of the military’s JMOs are retained after their first 4 years of service.

For the following summary and description of each group, I will be referencing my own work as published on the New York Stock Exchange website.  Not every member of the military will perfectly fall into the following four groups.  However, for organizations looking to hire Veterans, a clear understanding of the following groups will best prepare you to close the communication gap, and understand the majority of the Veteran population that are currently entering the workforce.

Four Main Categories of Non-Retiring Veterans

  • SMO – Sr. Military Officers (Executive Group)
    • 12+ years of service
    • Often with Master’s credentials and positioned well for Executive and Fast-track leadership programs
  • JMO – Jr. Military Officers (Professional Group)
    • 4-8 years as a Commissioned Officer
    • Highly sought after professional group for Junior and Mid-level Management roles in med-large companies
  • SME – Sr. Military Enlisted (Skilled Group)
    • 12+ years of service
    • Various levels of education and degree progress
    • Often are technical-skilled experts in their job field
  • JME – Jr. Military Enlisted (Skilled Group – Early Growth Stage)
    • 4-8 years of service
    • Mostly hold a High School diploma upon exit, if not a GED.
    • This group is further broken into two categories:
      • JME pursuing/has a degree
      • JME not pursuing a degree

You will notice that “JME pursuing/has a degree” is bolded.  That is because it represents the most under-targeted group that I argue should be considered as equally positioned to JMOs when considered for entry-level and junior leadership roles requiring a degree.  JME within our targeted service time of between 4-8 years of military service make up nearly 50% of the military per 2011 numbers!  That is SEVEN times more than the JMOs.  Additionally, with the onset of the Post-9/11 GI Bill, JMEs are pursuing college degrees at the highest rates seen in history.

This unique set of circumstance creates a large pool of candidates with 4-8 years of leadership training and experience that is unparalleled outside of the military.  Of which many have now earned or are near completion of a degree with the most current curriculum in academia.  Where else can you find a degree holding candidate, with a Quarter-Million-Dollar leadership education and looking to start their career at a salary under $60k/yr?  No Ivy-league school can compete with that.

Stay tuned for next week, as I compare and contrast the great assets both Junior Military Officers and Junior Military Enlisted offer while also giving a more in-depth description of each group.  If you can’t wait until then – feed your curiosity by visiting The Veteran Associate Program page on the New York Stock Exchange Website.

How to Create a Veteran Associate Program (Hiring and Program Guides for Managers and Veteran Profiles included along with an incredible study conducted by the Institute for Veterans and Military Families out of Syracuse University.

Followers of LifebyDamien.com have a fair understanding of my passion for placing well qualified Veterans into the opportunities they have earned and demonstrate themselves uniquely qualified to take advantage of.  It is my passion for the success of my fellow Veterans, and my dislike for the distaste of those who are strictly trying to extort the new buzzword/phrase “Returning Veterans” that leads to today’s article.

First, to my fellow Veterans – Be Warned.  Recruiting firms, more often than not are in this game for Money – Period.  Any marketing plot that will bring them money in the nation’s fastest growing industry in the 2000s (Based on $ spent by major corporations) is fair game.  Placing qualified Veterans is a HUGELY marketable ploy for many reasons.  The main reasons include that many Vets leave the military with unique skills, traits, talents and qualifications that make them the perfect walk-on candidate for DoD jobs, Contractor Jobs, and additional spaces through-out.  There is also the appeal it has to the general public that a company “supports our troops” and is “committed to returning Veterans”.  The truth is, FAR too many of these companies are making claims of commitment, yet they have ZERO or negating proof to support such statements.

Recruiting Agencies, Staffing Firms, Placement agencies… are in it to make money.  Many which try to market themselves as “Veteran friendly”, are using the buzzwords and nothing more.  They have no idea, have not studied, and are careless in truly understanding why Veterans are unique in the traits they bare in addition to the skills acquired.  There is an AMAZING, and overly under-known agency, The Institute for Veterans and Military Families, that has completed and shared empirical research that speaks directly to the FINANCIALLY supported arguments that Veterans make high-value candidates for many of the roles in today’s business world and beyond.  The information is out there – it can be supported!  But don’t be fooled into thinking that all agencies are created equal and will have the knowledge equipped to help you, and guide you, as well as present you to employers.  If this raises question marks behind your brow – please do not hesitate to contact me directly.  I will work with you, do what I can – and it doesn’t cost you a thing!

EMPLOYERS:  Yes – be cautioned.  “Knowing a Veteran”, or just getting excited because your multi-thousand dollar resume screening software found a resume that belongs to a Veteran does NOT make you “Committed to Veterans”.  It doesn’t.  If you would like a start in the right direction, send one of your recruiters to the Certified Veteran Recruiting Program written by Emily King.  It’ll cost you upwards of $3000 or more including tuition, travel and stay for your employee, but that is a drop in the bucket compared to one placement isn’t it?  And what about the lifetime value of a new client that values your demonstrated commitment to Veterans and your quality service in its regard to the clients need and desire to hire Veterans?  Your recruiter will at least have had some sort of formal education to understand Veteran Transitions.  A returning Veteran is more than a catch phrase to add to your write-up when presenting a candidate.  Do your research, and then back it up with ACTION!  Action first, then profess whatever commitment you have demonstrated.  An idea without action is not commitment, it is an idea.

Employers, if you truly do want to crack the puzzle and understand how sourcing, presenting and developing Veterans within an organization is legitimately a smart business move that cannot be ignored, contact me – as I can provide consultation.  I know there are HR teams, and organizations that want to be a part of hiring well qualified, high-potential candidates into their organizations and are genuine in doing so.  I am more than happy to help.  If you are looking for your next gimmick, and aren’t ready to make a true commitment – please continue past and come back when you are ready.

For the record, there are some amazing Veteran focused recruiting firms out there, that TRULY know what they are doing, and they have developed relationships with organizations and companies that also want to make true commitments, while also seeing the great value of bringing Veterans into their organizations.  HirePurpose is one – and by the way, the Founder is a former Marine.  Four Block is another amazing organization – Leading Co-Founder, a former Marine, with co-founding Navy and Army counterparts.  Emily King has revolutionized recruiting of Military Veterans at the Buller GroupDiversant has developed an amazing training and work-to-hire program.

There are many amazing companies doing amazing things such as GE, Macy’s and NYSE Euronext – but I cannot forget to add the amazing effort of networking and coordination for those who truly want to be a piece of solution, and that is the team at GoldenOrb.org.

I always welcome feedback, whether in support of my argument, or in support of higher learning through constructive argument.  I am not a fan of Group Think.

Please, don’t forget to stay in touch with me on LinkedIn and follow me on Twitter, @Mr_DamienB

I like to be adventurous sometimes… and this is something that has come to mind and I’ve noticed in Global, Political and local context.  So I’d like to address it some, and briefly apply it to team building and entry-level leadership and manager roles.

Human people, as a mass, are control freaks.  We will always try to find blame for bad things on attributes which can be controlled, or that we at least perceive we can control.  It gives us peace of mind to think we can do something to prevent the recurrence of a mal-event.

It is much less likely for people in mass, to attribute mal-events to forces that are much more difficult to control, require a shift in thought in order to control, or are simply not controllable.  The only exceptions to this rule are those mal-events that are results of natural disasters.  Even then, there will be those that will try to rationalize that any negative effects of the natural disaster were preventable, or controllable, based on some aspect of human error.

We as people are horrible at differentiating what CAN be influenced, and what CANNOT be influenced.  I use the word “influence” intentionally.  No single thing can be controlled, but it can be influenced.  And often, people over-look the ability of influence.  The best influences are those that are never realized, yet effect the decisions and the results of events.

To this, I say – always seek out and diligently identify any contributing factors to an outcome, if you are looking to effect the outcome.  This works in micro and macro applications.  When managing a team and you notice a lack, or shift in performance or results, first identify all contributing factors (team members, member’s work environment, your implicit signals, members’ home environments, etc).  Then, analyze where you should focus your INFLUENCE (not “control”).

Well placed influence will always reap a higher return and more efficient results than emplacing “controls” or “exercising control”.  If you feel like you’ve lost “control” of your team – change your mindset.  Stop trying to control people and control the environment and start influencing people and harboring the environment.  The best part of influencing anyone or anything – effectively influencing forces you to listen, comprehend, and understand the subject of your intended influence.

How do you influence others?

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