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… is 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!
It got lengthy, so my review of 2015 is at the bottom – but let’s summarize to say, I effectively completed 3 of 5 goals with some caveats. I also completed… NONE of my bucket list. At least none of the planned bucket list items. Of the 9 bucket list items, I may have loosely filled one. My career and priorities took a shift in 2015, which did leave less time and focus for recreational bucket-list items (there goes that whole “Balance” convo). As far as balance goes, I’ll side with NYC’s most connected CEO, Hank Greenberg. Feel free to read through Four Block’s Twitter feed for reference.
Also – in an effort to ensure I am writing, and thoroughly thinking through my goals and bucket list for 2016, I am only going to review 2015 in this post. I’ll be sure to follow up with a list of Goals and a Bucket List for 2016 to which you can hold me accountable.
Unplanned Accomplishments in 2015
It is important to make goals – even at the risk of setting goals you fail to accomplish. It can only do two things. First, it sets you up with a small dose of ambition & focus to accomplish something. Second, after measuring what was/wasn’t accomplished you can take a look at how your ACTIONS have demonstrated your priorities and how well that lines up with what you verbalize (New managers should really take note and think about that last line – because your direct reports certainly will).
There are many goals and bucket list items that I did not accomplish in 2015. I did find that my aspiration to obtain them had an impact on making other – unpredicted accomplishments. Here are some of mine that I don’t reference in my review:
Built a Bar height Table using with reclaimed wood. It was fun, although I wouldn’t call it a “large wooden furniture piece”. I did get to work with epoxy for the first time.
Bought Road Bike – Started cycling (lightly). I never thought I would, but cycling has been a great addition for me, and my family. It allows me to burn a couple calories while ensuring my kids stay active. It’s a personal development activity, and can also be a family activity.
Public Speaking events. It may not sound humble, but I get SUCH a thrill doing speaking events.
SVA NatCon 2015 – Lucky enough to be on the Campus Culture Panel with Michael Stack of the SVA and MOH recipient Kyle Carpenter, all while in front of 1200 amazing Veterans.
UCONN EBV – Networking for Veterans. This was similar to the role I fill now, but such a humbling experience to be asked to teach “Networking for Veterans” at the Entrepreneurship Bootcamp for Veterans at the University of Connecticut.
Christmas Presents for Kids. A misnomer, but a big deal. Not a big deal to get them presents, but to actually know what they are interested in and if the presents would be enjoyed. Learning how to be present as a Dad and Husband is something I have to actively work on. When gift time comes, my wife sends me a list of ideas for herself (at my request) and she lets me know what “we” got the kids for Christmas. This year, I was much more active in identifying appropriate gifts. With 9 of our 11 years of marriage taking place while I was in the military, I wasn’t held accountable for being present. So I guess that’s part of the transition process.
2015 Bucket List (in review):
I did not buy a small fishing boat – but that was a matter of priorities. Instead, we spent the money on house renovations. It increased the value of our home, and gave me something to do that required craftsmanship. I’ve completed all of our home renovations, personally.
I also did not build a large wooden furniture item. I did however, refinish our kitchen cabinets where I gained experience with more miter saw work and trim-detailing.
Record & Complete One full Song (INCOMPLETE) Well, that’s the short way to say it – I just didn’t get this done. To be honest, I think I probably spent less than 20 hours TOTAL, in the entire year, working on any sort of musical production (unless singing while driving counts…?). This was a goal that was carried over from 2015 as well… this may be a sign, that I have not actively made it a priority. I won’t be carrying this goal into 2016.
Return to a Committed Philanthropic Role (with Transitioning Veterans) (COMPLETE) Well – I nailed this, and further out of the park than I could have imagined. As of April 2015, I didn’t just return to a volunteer role – I left “Wall Street” and took on the role as Program Director for Four Block Foundation in New York City. It’s a 501(c)3 organization that (if I may say so myself) is the premier organization changing the Veteran narrative and increasing the success of transitioning Veterans entering corporate America. Make no mistake about it, Four Block is effecting the lives of many Veterans, and is influencing the future of our nation’s business leaders.
Run the Spartan Trifecta 2015, Tough Mudder 2015 x2 (INCOMPLETE) Peaks and valleys, right? I only ran one Spartan race, and that was a Sprint – no big challenge there. I also only ran Tough Mudder once – compared to my “x2” goal. With my move to Four Block I was able to make a fund-raising event of the Tough Mudder – and I will be looking forward to doing so again in 2016, so keep an eye out!
Confirm Education and Professional Value Building Plan (COMPLETE* with caveats). Well, my move to Four Block has done a lot. It’s made me feel the most satisfaction with my career that I have had since taking off the uniform. In a way, it’s what a friend and incredibly ambitious and inspiring fellow Veteran once coined as “getting my ‘give a damn’ back”. Having a sense of purpose is like consuming the energy drink that Red Bull, Rockstar and Monster all wish they could develop. It’s a surge of “get’r dun” that flows through you. But to address the goal – I’ve began my MBA at NYU Stern, I’ve actively sought responsibility at Four Block that takes me OUT of my comfort zone as a professional- and I am seeing responsibility and empowerment to complete my role as a regional/city director that is far more encompassing than I had in my previous role (and I enjoyed my previous role – but it just doesn’t compare).
Get promoted and/or apply to AND Take on an advanced role (COMPLETE* with a twist). Well, I’ll leave the nuances where they belong – but in order to see the promotion, growth, development and load of responsibilities that come with it – I moved externally. As a career coach and advisor, sometimes that is the move to make. We have ambitious goals at Four Block – which I fully intend to promote. Looking at our stake-holders, they deserve nothing less.
What better way to wrap 2014 at LifebyDamien.com than facing the fire and comparing myself to how I did on the 2014 Goals and Bucket list? Well – I’ll do that, AND set a new list of goals and bucket list items for 2015.
I think this is a great exercise for anyone who is trying to ensure they are on track for progression – and especially those who are looking for and/or are expecting change in the near future (1-3 years). I have heard more advice, and continued to develop myself through 2014 – which has shaped my goals and intentions as I carry forward in my professional, and personal lives.
First, how did I stack up to my 2014 goals, objectives and bucket list? In some ways: fantastic and in other ways: dismal. I completed 3 of my 5 goals. Of the 17 objectives I needed to hit in order to reach the 5 goals, I completed 11 of them. Oddly enough, completing all objectives for a given goal doesn’t mean the goal was obtained (note to self on better setting objectives). I also noted some goals, for which none of the objectives were obtained – lets me know what I put priority on. My largest defeat was only in completing 2 of 8 bucket list items.
I want to run through them briefly, before laying out goals and respective objectives for 2015, along with an exciting “bucket list”! For details, refer back to my earlier post HERE in 2013 in Review:
Goal: Begin my MBA at NYU: While I did study for my GMAT, take the GMAT, and obtain a desired score, I did not apply to NYU, or any other MBA program. That has been delayed, and I am not sure when I will pursue – but hopefully soon enough. I admit defeat here.
Goal: Meet face to face with my company’s CEO, Robert Benmosche: I met all of my objectives, but not the goal. I have made great progress in what I was working on, only the CEO changed and a new CEO stepped in. The work I have been doing has been discussed and recognized by the new CEO. I was also able to speak with him, just a few months before he took his role. So – I chalk that up to “close”, but this goal isn’t horseshoes or hand-grenades.
Goal: Travel Outside of the Continental U.S. I NAILED this one! Passport, work trip to Canada, and personal trip to the Dominican Republic – it was a great goal to fulfill!
Goal: Write, Produce, Record and Master a complete song. Fell behind here… I have not had as much time to enjoy my musical side. However, I have been having fun… and a fully completed song may not be too far from the future.
Goal: Buy a House : NAILED IT! A little off, as we looked at all sorts of options for buying. What came to reality was a weekend house in the Poconos. With recent developments and investments by larger developers in the area, and in selecting a home that is in the heart of multiple ski-lifts and Summer resorts, I think we made a great investment. Not to mention, The prices make it seem like a forced increase in retirement planning – but I can hang out here (I’m here in our Poconos House as I complete this article) as I contribute to my retirement, where as I can’t hang out in my Roth or 401k.
Goal: Begin Writing a Book: Okay, so I have begun writing… but still very loosely. I can’t say I have a full on, fully bought-into book and outline. I very occasionally write a passage to add to the book, and I still consider multiple book ideas to pursue. Just which am I currently pursuing? I’ll keep that one to myself for now.
Bucket List 2014: I was able to go Scuba Diving while in the Dominican Republic, and during the home buying process, we were able to enjoy a great family trip to the Poconos during the Summer. The rest of my bucket list was left behind. There were several attempts to go skydiving, but last minute scheduling conflicts made it difficult. Once winter kicked in, I knew it was off the table.
Okay, so now for 2015 Goals:
Goal: Record & Complete One Full Song
I have neglected a lot of my down time, with an increased work schedule. I need to remember to keep some balance. Not to mention, I do believe growing musically will also sharpen my mind and allow me to think and trouble-shoot in new ways.
Objective 1: Record a complete “Draft” of a song. This includes 3 verses, a chorus, and all original instrumentals (guitar, and digital Audio tools found in ProTools)
Objective 2: Enlist the help, pro bono, of a musician and/or musical engineers to complete the song.
Objective 3: Record, karaoke type songs to work on my own vocals.
Goal: Return to a Committed Philanthropic Role (with Transitioning Veterans)
I really enjoyed working as a Mentor and Guest Instructor for the Fall 2013 FourBlock classes in New York. I would like to better manager my work schedule to allow me to do work with FourBlock once again.
Objective 1: Plan work travel in advance, working around dates and times needed to be in NYC. I have previously only planned travel as I needed, and then schedule personal agenda items around work. I think there is a way to make both work more harmoniously.
Goal: Run the Spartan Trifecta 2015, Tough Mudder 2015 x2
This last year I ran the Spartan Sprint (5 miles), and the Tough Mudder (11 miles). The longer I have been out of the military, the greater I appreciate the need to ACTIVELY seek and maintain physical fitness. My body fat percentage has increase, and my physical stamina and strength have decreased. So I guess the greater goal is to improve and maintain my physical fitness, and over all self-satisfaction. But the goal of complete one of each distance Spartan event, and this year running the Tough Mudder TWICE back-to-back will be measurable, and indicative of my work to stay in shape.
Objective 1: Run a minimum of 6 miles per week.
Objective 2: Go to the gym, or complete at least 1 strength training work out per week.
Objective 3: Register for the races
Objective 4: Don’t let scheduling be an excuse
Goal: Confirm Education and Professional Value Building Plan
I have let work dictate my current actions, so much so that I have not allotted enough time/attention to the current time that should be allotted for an improved future. While I am not fully convinced that an MBA is exactly what I should be investing both time and money into – I know that I DO need to commit to some sort of professional development, and firmly commit to a career path. This year should have a pivot point or two in it, and on the far end of those pivots, I should have enough vision to make an informed decision, and a commitment to my future.
Objective 1: To be honest – I think objective one is to speak to a career coach. I am not sure what steps to take, but perhaps a conversation or two with some professionals I have looked to as mentors will be helpful.
Goal: Get Promoted and/or apply to AND Take On an Advanced Role
In the course of transitioning into the corporate world as a Military Veteran, I have completed the “step back and over” in order to take a step forward. Well… there is no time to get comfortable. Now, it is time to step forward. During the course of 2015 I will have been in my current position for 2 years. 2 years is my limit for staying stagnant without a move up. As I see it, I am not here to make moves at an average pace. I am trying to make up for a “late start” into the corporate world.
Objective 1: Self-Educate on potential roles within my organization
Objective 2: Communicate specific interest and my value proposition to the appropriate leaders in my organization
Objective 3: Take on a more active role in additional roles requiring leadership and decision making to help validate my worthiness to take on a more senior role than I am in now.
2015 Bucket List:
Go snowboarding at no less than 2 different resorts in the Poconos (Jack Frost and Camelback are in my sights).
Attend 1 professional sports game/event
Buy a small fishing boat (Jon Boat or Canoe/Kayak)
Attend 1 political event (something sponsored by or hosted by a local politician, etc)
Host a weekend retreat for friends in Poconos House
Build my first piece of large wooden furniture (likely a dresser for my kids)
Take an advanced Microsoft Excel Class (online or in person… but let’s be honest, likely will be online)
Attend at least 2 BJJ classes – just to stay in touch with it… I miss training 4-5 days a week.
Skydiving… maybe. I want to, but not sure I want to hold myself accountable to this one
Alright – that is all for now.
Big lessons from 2014’s goals – is that, for as many of the objectives/goals I did NOT hit, I would not have made nearly as many if I did not set them! I am happy to have done so, and reflecting on the goals I didn’t make, or seeing how goals changed is a great learning experience – for me, and hopefully for those of you reading.
Another great thing about my goals for 2014… in my efforts to obtain them, I found myself making residual gains or achieved/did things I didn’t plan for. While I didn’t get to a listed sporting eve, I did get to attend a professional soccer game at Red Bull Stadium, and went to the Eminem and Rhianna concert at MetLife Stadium. I have also made myself more aware of looking towards the future and not delaying the future because I’m too busy with today. I have been able to help many Veterans in their transitions just by happenstance even though I was not in an official role to do so – and I couldn’t be happier to do so!
2015 is about growing… as will 2016 and 2017. I look forward to another year of growth and enlightenment – and hopefully to be made aware of new goals to make for the years to come!
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.
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.
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.
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”:
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!
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.
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 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.
Yes – I work personally and professionally to place Veterans into Corporate America by educating employers and coaching Veterans in their transition process… and I’m telling you NOT to hire that Veteran. I will explain.
The momentum continues to build as I work to help Veterans transition and encourage Employers to take advantage of the amazing talents Veterans offer! When I present to a company I am all passion and rightfully so. To ensure my message is not clouded by any elephants I need to address the issue of the the Vets that don’t provide value. There is nothing patriotic about keeping a Veteran that subtracts value from your organization – so don’t.
Jack Welch made a practice of releasing the bottom 10% of his company annually; Jim Collins (in his award winning book, “Good to Great”) will tell you that “Great” companies will make sure the right people are on the bus and the wrong people are kicked off the bus. No organization is 100% effective and I won’t preach that U.S. Military Vets are any different. I WILL tell you that there are far too many outstandingly qualified and high performing Veterans out there that you should never be holding onto a less than ABOVE-average performing Veteran out of “Patriotic Duty”. All they do is give a poor and inaccurate representation of Veterans in the work force.
There is much to be said about how to spot accurate flags to weed out the “bottom 10%” early in the process; more so than will be written here today. There are 3 primary reasons a Veteran is underperforming.
1. The Veteran is poorly matched to their job role (this can happen anywhere, with any employee).
2. The Manager is weak. Yes, bluntly put – if the manager is not willing or able to identify sub-par performance and demand better, the Veteran will have a false sense of acceptable expectations (as would any employee). Veterans are diligent and will sacrifice for a greater goal – give them their goal!
3. The Veteran is in the “bottom 10%”. Get rid of him. Don’t let that Vet ruin it for other Vets. Of course as with any employee, due diligence should be administered in ensuring this is the problem before making a decision to terminate.
Now that we have the elephant addressed, stay tuned as I start my next series of articles on the profiles of Veterans and how each fit into and add above-average value to your organization!
Posted on the go from my Droid RAZR, technology is our friend!