THOSE THAT SERVE

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INTRODUCTION | Retired Colonel Rob Cambell

 

When I was thinking about starting a new interview series focusing on those from the military, the first person that came to mind was  retired Army Colonel who I interviewed back in 2018. It is an honor that he was so gracious to write the opening for this series featuring those who have and do serve in our military. 


It’s no coincidence that when people think of leadership they think of the military. Often the scene is one where a soldier is leading his or her troops through a life and death situation in combat. This scene is essence of what the military prepares for, to fight and win its nations wars and care for its people and their families. Military units live and die (quite literally) by the strength of their leaders. Because of this there is such a large investment leadership training, education and evaluation. Servicemembers spend their years in uniform learning time-tested leadership concepts and growing and improving as leaders. Leadership seeps into their DNA and they carry it into their personal and professional lives far beyond their military years. There is much to be learned from this and thanks to Anthony Eaton’s “Those Who Serve” series we can all benefit. Tune in as Anthony shines a spotlight on the link between military service and leadership.  


~Retired Colonel Rob Cambell

THOSE THAT SERVE | David Green

 An interview by Anthony T. Eaton  |  September 2019 


David is an executive with diverse global experience in supply chain management, fleet, and legal counsel operations. Having served five Expeditionary Combat Tours in Iraq and Afghanistan and six short tours in Africa he has been awarded the Combat Action Badge and the Bronze Star Medal.  


AE: What was it about the military that attracted you to join?


DG: In 1996 at the age of 26, I was a successful manager at IBM in North Carolina.  My wife and I visited friends in Washington D.C. one weekend.  During our tour, we witnessed the Changing of the Guard at the Tomb of the Unknowns at Arlington National Cemetery.  I wept.  I knew I was missing a key aspect of my life (service to my nation).  I took a leave of absence from my employer and enlisted in the US Army Reserves as Military Police Soldier.  I shipped to basic training a month later.



The Tomb of the Unknown Soldier or the Tomb of the Unknowns is a monument dedicated to deceased U.S. service members whose remains have not been identified. On March 4, 1921, the approved the burial of an unidentified American serviceman from World War I in the plaza of the new Memorial Amphitheater.



AE: You are a Lieutenant Colonel in the Army and have held many positions throughout your career. Is there one that stands out in terms of the leadership skills you have learned?


DG: Having just served a year as the Staff Judge Advocate (General Counsel) for a division level, two star special operations joint task force directly responsible for eliminating the  physical caliphate of the Islamic State of Iraq and Syria, I can assure you I have never had a job that was more demanding of every ounce of my being in order for our coalition to  “win.”  It was one of those rare moments in life where it seems every experience in my life has prepared me for this demanding and arduous role.  I literally used skills obtained over three decades of corporate and military service to provide the best counsel, advice, leadership, determination, and grit to my Commanding General and his staff officers.  And it worked.  On March 23, 2019, ISIS surrendered their physical caliphate of controlled land and the remaining fighters and their families are either detained by Iraqi or Syrian Democratic Forces or they are being security screened through international organizations with many being repatriated to their countries of origin. 


It was the honor of my life to be able to provide a small part of this huge victory for freedom and peace throughout the world.  ISIS will still remain in the dark corners of the shadows, but they no longer control land and openly enslave women and children.


Best job I ever had.


AE: Did the military change your perception of service and leadership?


DG: The military quickly taught me that service to others, service to the unit, service to a cause greater than oneself is the highest level of service there is in terms of sacrifice and worthiness.  Mission over self is the mantra and what is ingrained in every Soldier from day one.  Leadership is the core component of all military service and it involves everyone from every rank.  Chain of Command is important, but it is more important to understand the Commander’s Intent of the mission so everyone has a leadership role to ensure mission success.  I have seen extremely successful corporate leadership at work (and in many regards similar success traits) but the key aspects of pure leadership that I learned at Officer Candidate School and Infantry Officer Basic Course is ironically similar to what I witnessed from successful corporate executives.  Front line leadership is similar in infantry platoons to corporate boardrooms. 



The United States Army's Officer Candidate School (OCS), trains, assesses, and evaluates potential commissioned officers in the U.S. Army, U.S Army Reserve, and Army National Guard. Officer candidates are former enlisted members (E-4 to E-7), Warrant Officers, inter-service transfers, or civilian college graduates who enlist for the "OCS Option" after they complete Basic Combat Training (BCT).



AE: How do you apply your military leadership experience to the corporate world?


DG: I have now served over two decades as a Soldier with over six deployments to Iraq, Afghanistan, Syria, Kuwait as well as many over ten African countries.  I also have been an executive leader in the corporate world for the same period.  I have seen amazing leaders in both facets as well as during extreme crisis and opportunity.  Coupling both “worlds” I have learned that leadership is:


LOYALTY

■ Leader’s recon; boots on ground

■ Pre-combat checks 

■ Surround yourself with smarter and more talented people

■ Engage the enemy in close combat

■ Rehearse everything 


DUTY

■ Commander’s intent

■ Accomplish the mission

■ Hardwork trumps talent when talent refuses to work hard

■ Actions on the objective

■ The main thing is the main thing


RESPECT

■ Ride for the brand

■ Take care of the troops

■ Plays well with others

■ Recognize and Reward; Trust but Verify


SELFLESS SERVICE

■ Priorities of work; eat last

■ Is someone getting the best of you?

■  One Team

■  Build your social network

■  Success is limitless when no one cares about who gets the credit.


HONOR

■  Serve a higher purpose, bounce back, and never leave a fallen comrade.


INTEGRITY

■ Learn from your mistakes…get in the arena. T.Roosevelt

■  What you do is more important than what you say


PERSONAL COURAGE

■ Execute imperfect plans

■ –No help is coming

■ –Leadership is personal

■ –Learn by watching others


MOLON LABE!

■ If someone wants your weapons, make them take them from you


Of course sayings are just words without action.  Each of these maxims I have listed above come with a plethora of stories seeing these leadership traits executed in person and with great success.  


AE: Are there any leadership skills you attribute to learning from your time in the military?


DG: The most important military leadership skills are leaders lead from the front (be visible, vocal, and vibrant) and leaders eat last (take care of those you lead before you take care of yourself).   Everything else usually works out just fine if you focus on those two crucial aspects.


AE: How is leading in the military both different and the same from that of the corporate world.


DG: I mentioned the similarities above so I will focus on the differences.  The main difference I have noticed, especially as of late, is the corporate world is becoming more and more inclusive and collaborative.  The speed of change is also dramatically different in the corporate world and of course the military world is still very much a top down type of order and control.


AE: As with trade-offs and challenges, there are great rewards, what have those been for you?


DG: I am one of the few who actually “grew up” in the Global War on Terrorism.  I was in Officer Candidate School when Kosovo occurred.  I was a First Lieutenant during my first combat tour in Iraq.  I literally have deployed to combat zones in every officer rank I have held (some multiple times).  The rewards are the same; it is the people you serve with and bonds of friendship and service you hold dear.  In every combat deployment I have endured, I have lost a friend.  I have had military friends killed in action and killed in non combat related incidents.  They all haunt me to some level.  But they also make me want to be a better person and know each day I can make this world a better place because people like them paid the ultimate sacrifice for our freedoms and way of life.  MAJ Paul Voelke was a dear friend of mine and he was killed in June 2012.  His had a saying that I try my best to live by:  


MAKE EVERY DAY COUNT. 


AE: What do you see as the biggest challenge to our service members transitioning from military service to civilian life?


DG: I am lucky because I have always had an amazing corporate employer to support my deployments and then bring me back to employment once I was released from active duty from the mobilization.  One challenge though I see from others who leave the service and intend to work in the corporate world is they sometimes do not understand how hard it is to get a job and the hard work it takes to keep the job!  Now that I am a senior field grade officer, I have also noticed that peers of mine consistently want to work in corporate America and they really do not have any clear idea “what” they want to do.  My advice is clearly research the companies you want to work for and understand what their needs are and most importantly, what skills you can bring to that employer to solve their needs.  Nothing in life is given to you, especially in a for profit corporate world environment.


AE: How has serving in the military prepared you for where you are today?


DG: I am a much better executive and general counsel because of my military service.  No doubt whatsoever.  In fact, I was a military attorney long before I became corporate counsel.  I was a former VP of Supply Chain and primarily worked in supply chain operations leadership roles.  I was then offered a role as an Associate General Counsel for Information Security and I absolutely love the role. I was pleasantly surprised by smooth transition  and frankly, I underestimated the amazing legal and leadership experiences I obtained in the military from my beloved US Army Judge Advocate General Corps and how these skills readily transferred to corporate counsel roles.


AE: What advice would you give to someone considering enlisting?


DG: Do it!  I was a manager at large computer company and had recently  finished my education at Michigan State and Duke University.  Once I enlisted, we learned my wife was pregnant with our first child!  I came home from basic training and five days later my son was born.  There is never a “perfect” time to enlist.  Just do it.  Don’t be one of those timid souls who know neither victory nor defeat because they always say “I was going to join the military but…”



The earliest age at which individuals can enlist in any branch of the U.S. military is age 17, but at this age, they must have parental consent. However, the average age is higher given that some people enlist later. The maximum age for most branches is 35. 



AE: What advice would you give to someone who will be leaving the military and going back to civilian life?


DG; First I would thank them for their service to a grateful nation.  Damn Few.  Second, I would encourage them to find another career they love and put your time and energy into it just like you did the military.  Then you don’t have a “job,” you have another calling.  Good luck!


AE: I like to end my interviews with a quote, do you have a favorite?


“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, and comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows the great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat.”


~Theodore Roosevelt (1858–1919)  

Address delivered at the Sorbonne, Paris, April 23, 1910.

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THOSE THAT SERVE | Dave Anderson

An interview by Anthony T. Eaton  |  July 2019


I have been connected to Dave Anderson for quite some time and when I began this series and started looking for individuals to interview he certainly made the list. Not only does Dave have an impressive military background, but he also has a leadership background beyond that which is just as impressive.


Dave's leadership journey began as a child and continued to develop throughout his years at West Point. With the guidance of his father, General Jim Anderson, Dave grew up with this truth: "Character Counts." 


“My Why is to challenge the leadership status quo so that people become the leaders they are meant to be.” ~Dave Anderson


AE: What was it about the military that made you decide to join?


DA: Looking back, there were three elements that really made me want to join. One was my father was active duty Army as I grew up. He had served two tours in Vietnam. Second, I grew up right at West Point from second grade through the day I entered West Point. The history of some of our nation’s greatest leaders surrounded me. Third, I now realize my favorite movies as a child always included selfless heroes who were willing to give everything for their family, friends, comrades, and people who could not defend themselves. That is what soldiers sign up to do when they enter the military.  I wanted to be part of something like that.


AE: Did it help that your father was in the military when you joined?


DA: Yes, though he never pushed me to join.  He knew that the life of a soldier – officer or enlisted – is not for everyone.  However, my father is my hero.  I am a student of leadership. I’ve read and studied about leadership my entire adult life. The example my father set for me, was better than any book I could have ever read.


AE: How did the military change your perception of service and leadership?


DA: In the military, everyone is expected to be a leader. Leaders develop others. If a leader is not developing people, they are managing not leading. In the military the only person not responsible for developing someone is the private who just graduated from basic training. Once they get that first promotion to Private First Class (PFC), they are responsible for developing the Privates. The Corporals develop the PFC.  The Sergeant develops the Corporal. This continues all the way up to the Chief of Staff. People development is the responsibility of all leaders in the military. It is often a selfless act to develop someone, because you must give them your time and energy.  That type of service to your subordinates is expected in the military. Every leader knows it is their Duty to make the individuals they are called to lead – better. That is why there are leaders at every level in the military.


AE: Everything is a tradeoff, what was the biggest challenge in being a service member?


DA: Military men and women are asked to sacrifice so much. Their sacrifices in times of war are often the obvious and most tragic – death, permanent disability, and traumatic stress disorders. Multiple deployments away from spouses and children put a strain on families as well. In peacetime, soldiers are still away from families for training exercises for weeks at a time. One year, I spent 260 plus nights away from home – during peacetime. Plus, our soldiers are underpaid and asked to do so much more than we have a right to ask them to do. Their sacrifices for us are tremendous.


AE: As with tradeoffs and challenges, there are great rewards, what have those been for you?


DA: The greatest reward of serving in the military has been the relationships I have with the people I served beside. I got out of the military after Operation Desert Storm. Some of my West Point classmates now wear two and three stars on their shoulders. They have led our men and women in the military bravely for over 30 years. These are my closest friends to this day. The bond I have with the men and women I served with is special. If I called on them today, I know they would be there for me and my family. And that goes both ways.


AE: How has serving in the military prepared you for where you are today?


DA: When you have had someone shoot at you, stressful business situations seem a lot less stressful. I gained a much different perspective from those years in the military that allowed me to be steady during turbulent times in my corporate career.  I never forget that there are men and women in life or death situations every day in the military. My problems are small compared to that.


AE: Are there any leadership skills you attribute to learning from your time in the military?


DA: Just because it is not my assigned job does not mean it is not my Duty. I learned quickly, as a cadet at West Point and a young officer, that leaders don’t avoid doing things outside their job description.  If it needs to be done, then a leader steps up and does it.  Your soldiers, your peers and your superiors will not respect you if you shirk your moral obligation to do what needs to be done. That sense of Duty definitely separates veterans from others who are now in the civilian world.


AE: What advice would you give to someone considering enlisting?


DA: There is no other leadership laboratory quite like the military. Everyone is expected to lead wherever they serve and at whatever rank they hold. A diploma does not make you a good leader. There are plenty of people who have multiple degrees, yet still have not learned how to lead well.


The hands on, day in day out experience you gain in the military will set you up to be a leader whether it be in business, in the military, or in your families. Very few business people in their twenties will get anywhere close to the amount of leadership experience you can get in the military as a twenty something soldier.


AE: You wrote the book, Becoming a Leader of Character; how did your military experience influence that?


DA: I learned in the military that there are two types of leaders. There are some leaders who demand obedience because they have more stripes or more bars than others do. These leaders may have a compliant group of soldiers. But compliance is a short-sighted leadership strategy. 


Then there are the leaders who lead with character. They exercise character and inspire a group of soldiers to become a committed team. I asked myself, “Which would I rather lead – a compliant group or a committed team.” When I entered the corporate world, I saw the exact same leadership dynamics at play.


In our book we cover six Habits of Character – Courage, Humility, Integrity, Selflessness, Duty and Positivity. Your character is the sum total of your habits and your habits are formed by your choices.  Each and every day in the military, you are faced with choices to exercise each of these habits. Each time we make a choice, it makes it easier to make that same choice again – whether those are good choices or bad choices. That is how habits are formed – one choice at a time.

We did not write a book on leadership theory for someone to read once and put on a shelf behind their desk. We wrote a book that people would use and could use on a regular basis. The military gave me opportunities to make choices in both peace time and during times of combat. We all have those same opportunities to shape our character through our daily choices in the civilian world as well.


If someone recognizes the choices they face daily shape the leader they are becoming, then we have accomplished our purpose of creating the Leaders of Character our society so desperately needs.


AE: Was it a challenge to transition from service to civilian life?


DA: I don’t know if people outside the military - except maybe law enforcement and fire and rescue - truly understand the level of selflessness involved in doing your Duty.  In our book, Becoming a Leader of Character define Duty as taking action based on our assigned tasks and moral obligations. The biggest challenge to my transition was to see incredibly talented civilians consistently fall short of doing their Duty.  They would often stop at just doing what was assigned for them to do, instead of doing what needed to be done. It can be frustrating for someone coming out of the military, surrounded by people willing to do what needed to be done, and then see so many good people fall short of that expectation in the civilian world.


AE: What advice would you give to employers who may have a hard time making the connection between the skills you learned in the military to how they apply in civilian life?


DA: Too many employers worry about finding people who have the skills and competencies needed to do a particular job. The things they worry about hiring for are trainable skills. In the business world, we hire people based on competencies. We train them on competencies. And then we fire them for lack of integrity, poor work ethic, self-centeredness, or their unwillingness to learn. We fire them for character issues. Look for the character of the individual and then train the skills.


If you want someone with the Courage to do the right thing, the sense of Duty to do what needs to be done to complete a job, the Selflessness to put the team before themselves, and an attitude of learning - hire a veteran.  Then teach them the job specific skills they need to make your company great.


AE: What advice would you give to someone who will be leaving the military and going back to civilian life?


DA: I tell veterans returning to the civilian world to prepare your leadership stories. Veterans need to really spend time thinking through how their unique background makes them a great candidate for a job in the civilian world.  It’s not about what job you held in the military.  It needs to be about how you lead and learn better than other candidates.  You have been there and done that.


As I’ve said, everyone is expected to lead when you are in the military. Tell them about a time you led training. Tell them about a lower ranking soldier you mentored. Tell them about a time you sacrificed your own desires for the good of the team. Tell them about the different skills you learned and the training you participated in and how that makes you a ready learner. Tell them about the tough times you overcame and what it taught you about yourself.


These are the things that will separate a veteran from the rest of the pack.


AE: I like to end my interviews with a quote, do you have a favorite?


DA: “Courage is not just one of the virtues, but the form of every virtue at the testing point.”  - CS Lewis


In other words, without the Courage to take action, all the books and commentary about Integrity or Selflessness or any other character trait, are just quaint theoretical discussions.  You need to have the Courage to act to become a Leader of Character.


Learn more about Dave, his company, follow him on social media, purchase his book: 


https://www.linkedin.com/in/daveanderson1988/

https://www.becomingaleaderofcharacter.com/

http://www.andersonleadershipsolutions.com/blog/

https://twitter.com/daveanderson88

THOSE THAT SERVE | Kevin Kelly

 An interview by Anthony T. Eaton  |  June 2019


Kevin is an Operations Manager and Military with more than 15 years of experience in the United States Air Force. He has a comprehensive background in operations and personnel management derived from conducting domestic and global operations with extensive knowledge in process improvement, maintenance coordination, training and instruction, and customer service. 



“Learning is never done in the military. You are always learning new skills on     both the job and leadership standpoints.”



AE: What was it about the military that attracted you to join?


KK: Well it started out to be only for the education benefits but then I ended up enjoying it so much that I stayed in for 20 years.  The military paid for all of my college education which was 2 associate’s degrees, a bachelors and a masters.


AE: How has the military change your perception of service and leadership?


KK: In the military you learn right away that you are going to be a leader or a follower in basic training.  Also you are taught that to be a good leader you must learn to follow.  I didn’t really get the pride of the military until I joined and then the first base I was assigned to I learned about the “military family”.  People from all over with different backgrounds working together to get a mission done.  Also as a person moves up in ranks they are sent to leadership schools where you learn to be a better leader and manager.



In fiscal year 2015, military spending on education was projected to be 70 billion dollars or 6% of budget.



AE: What has been the greatest reward for you serving in the Air Force?


KK: The greatest reward I feel I got out of it was the education benefits and also learning how to be dropped in any situation and able to build/lead/work with a team.  For instance, I was am instructor for four years but during that tour I had to go to Iraq and work outside of the instructor element.  Again, working a new job in a matter of days and learning new skills with new people along the way.  I have used that on the outside in my new job.  I was qualified in it but really had only worked it in theory.  The company gave me a shot and I am doing well in the new job. 


AE: You received your M.B.A. in Human Resources Management/Personnel Administration. What drew you to Human Resources?


KK: Actually I have always liked helping people and in my mind that is all HR is.  You are just helping them in a business type environment.  I really enjoy being able to answer questions or doing research to find the answer.  My favorite words to hear are “Thank you”.  Bottom line would be that being a HR professional is always needed since every company in the world has HR positions so I also used looked at it as a good way to be able to find a job on the outside.



“If people don’t feel comfortable coming to you then you are not a good leader in my eyes.”



AE: How is Human Resources different in the service compared to civilian life?


KK: I really don’t know.  I didn’t get hired to do human resources in my current job.  I went back into education and training working a new program for the United States Air Force.  It’s funny, out of all the resumes I sent out I didn’t get one call for HR.


AE: What do you think is the biggest misconception people have about service members when it comes to their skill being transferable to the civilian workforce?


KK: This is a question that really gets to me.  The misconception that drives me crazy is that they think our skills don’t translate into the civilian sector.  For instance, I was in human resource management for 20 years and when I apply for HR positions I never get a call back.  What they don’t realize is that in the military we don’t know everything about our job ever but when we move jobs we are trained to learn and adapt.  If anything I think that would be the main reason to hire separated/retired military members.  What most employers don’t know is that everyone in the military went to a school to learn the job no matter if it is working HR or learning a new language.  Then we grow off of on the job training and continuing education.  Learning is never done in the military.  You are always learning new skills on both the job and leadership standpoints.



In the military, leadership skills are developed in a structured and linear manner that includes not only military training but education through experiential learning. While it is far more time-consuming and expensive than training found in other areas of government or the private sector, the results tend to have exponentially more impact.



AE: What are the biggest leadership skills you attribute to learning from your time in the military?


KK: The biggest leadership skills I learned is respect is a two way street and earned not deserved.  I worked with many different leadership skills and the skills I took from those leaders was learn to empower people and trust until the trust is broken.  Also people skills are a big part of being a good leader.  If people don’t feel comfortable coming to you then you are not a good leader in my eyes.


AE: What advice would you give to employers who may have a hard time making the connection between the skills learned in the military to how they apply in civilian life?


KK: My advice to employers would be give the member a chance or at least an interview.  We do so much in the typical military job that might not be on the resume.  For instance, we have things called additional duty’s such as managing the government travel card program for a whole unit or being responsible for 100’s of computers over a secure network because in our mind that was not as important as the job but the employer could learn that through an interview.  I didn’t learn that this was important until I was doing mock interviews in classes and the people doing the interview asked why things like that were not on my resume.  I didn’t remember I did that until they asked if I knew anything about computers.  Again, a new job to us would be nothing more than being asked to work in a new section.  


AE: What advice would you give to someone considering enlisting?


KK: My advice would be to do something that you can do in the civilian world.  For example, the Air Force is short staffed in many medical career fields and coming into one of those, get trained and certified will pay off if you decide to get out.  I also it is a great idea for those that may not know what they want to do yet.  Sometimes college is not right for that person coming out of high school but after a couple of years in the military not only do you have the option to stay in but you can also have all of your college paid for.


Each branch of the military has a Transition Assistance Program (TAP) that provides information, tools, and training to ensure Service members and their spouses are prepared for the next step in civilian life whether pursuing additional education, finding a job in the public or private sector, or starting their own business. However, fewer than half of all eligible service members completed TAP on time—90 days or more before separation in fiscal year 2016 according to a report published by the GAO.


AE: How can those leaving the service prepare for the difference they will find going into civilian life?


KK: The only advice I can say is to look out for number 1 which is yourself.  I’m not saying to stop working but I’ve seen so many not focus on themselves and when it’s time they are so not ready at all.  I would suggest at the year out, start getting yourself ready. Start buying business clothing, work on your resume and interview skills and attend every transition class that is offered by the military.  Some people think it will be an easy change but it is not.  There is not a civilian family like the military and there does not have to be.  What you thought you knew you don’t know anymore because the private sector works much differently than the military sector. Last but not least you are not only competing for a job with the civilians but also other military members getting out so the odds are double stacked against a separating/retiring military member.


AE: I like to end my interviews with a quote, do you have a favorite?


          “Be nice, I want you to remember that it’s a job. It’s nothing personal." 

                                            - Patrick Swayze in Roadhouse”

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THOSE THAT SERVE | Paul Mocarski

An interview by Anthony T. Eaton |  May 2019


AE: What was it about the military that attracted you to join?


PM: I had a number of friends that joined the National Guard after high school. They enjoyed hearing their stories about the training they received and the experiences they had through the military. I wanted to have the same type of challenges and experiences.


The National Guard is a unique and essential element of the U.S. military. Founded in 1636 as a citizen force organized to protect families and towns from hostile attacks.


AE: How did the military change your perception of service and leadership?


PM: The military didn’t change my perception of service it provided the foundation for my understanding of service. I am a third-generation Soldier. My father and grandfather both served in the U.S. Army. My grandfather joined the Army in 1917 to fight in World War I and to earn his U.S. citizenship. Two of my uncles served in World War II and my cousin served in Viet Nam. 


I was lucky growing up that I had a number of leadership role models that helped me understand what good leadership looked like. This really helped when I entered basic training and was given leadership opportunities as part of training. However, whatever leadership knowledge I had at this point was only scratching the surface. The U.S. Army is the biggest and most successful leadership academy in the world. Every experience I have had in the military has made me a better leader. The NCO and Officer education programs are outstanding and the opportunities to learn and grow as a leader through experience are exceptional. I have been able to take this knowledge and skill from the military and use it to excel in my civilian career.


AE: I like the way you explain that. Everything is a trade off, what was the biggest challenge in being a service member?


PM: The hardest part of being an active reservist is managing the work-life balance. Most reservist juggle two or more jobs, one of them being the military, along with family and other priorities. There is no magic formula on how to manage these competing priorities and when you figure it out something changes. You get a new role in the military that changes your schedule and requirements or you have another child or you get a new civilian job. Maintaining this balance requires constant attention and care.


AE: We, civilians, forget that our service members face unique challenges. With that said, what have some of the rewards been for you?


PM: I have already mentioned the leadership opportunities and skills I have gained through the military. I would not have been as successful in life without that foundation. In addition, I have made great friends through the years. I have met some of the best men and women in the military and have established lifelong friendships. 


AE: Was it a challenge to transition from service to civilian life?


PM: As a reservist, the biggest challenge is maintaining work-life balance throughout service. The transition challenges are when a Soldier returns from deployment. While the Soldier may have been missed, the family has gotten used to running things on their own. The dynamics have changed a Soldier needs to consider this and understand the best way to reintegrate with the family while minimizing disruptive. 


AE: That is another thing I think we take for granted, that it is not just an adjustment for the service member. How has serving in the military prepared you for where you are today?


PM: I wouldn’t be where I am at today without the military. The challenges and successes I had in the military helped me expand my vision of what was possible. The training and experience gave me skills and confidence that my civilian peers didn’t have. As opposed to being a “part-time” Soldier I like to think of myself as a Soldier that works in the civilian sector. It gives me an edge.

When looking for a job outside of the military you need to be able to translate your military accomplishments, experiences, and skills so they related to the business world.


AE: There are so skills you have to master in service; what are some of those that stand our for you personally?


PM: The mission command concepts of mutual trust, shared understanding, and commander’s intent are very powerful. Civilian organizations talk about “empowering” employees but don’t really understand how to do it. The military has figured it out and mission command gives a framework for making it happen.


AE: What advice would you give to employers who may have a hard time making the connection between the skills you learned in the military to how they apply in civilian life?


PM: Storytelling is a good way to make that connection. As part of this, translate the “military speak” to understandable business turns. As an example, “I was giving a presentation to the Commanding General. You can think of him as the CEO of a company with 10,000 employees.” These comparisons help frame the information so that it is better understood by a civilian audience.


AE: That is great advice, I can certainly see the comparison and had not thought of it in that way. What advice would you give to someone considering enlisting?


PM: I would want to talk to them about their short-term and long-term goals a, and understand what they are, to help them identify the right branch and career field to get into.


AE: What advice would you give to someone who will be leaving the military and going back to civilian life?


PM: Don’t wait until you are 6 months or a year out to plan your transition. You should be thinking of your plan throughout your term of service. However, if you are not that proactive, don’t panic. Leverage all the resources the military gives you to prepare. Get on LinkedIn and start building a network in your target market and career area. Take advantage of the non-profit organizations out there that help veteran’s transition. Also, be willing to adjust your plan as required. Things seldom work out the way you’d like so adjust your goals and strategy as required.


“The veterans of our military services have put their lives on the line to protect the freedoms that we enjoy. They have dedicated their lives to their country and deserve to be recognized for their commitment.”

~Judd Gregg


Paul is a retired Army National Guard Colonel with 31 years of service and is a recipient of two Bronze Star Medals, three Meritorious Service Medals, three Army Commendation Medals, the Ohio Distinguished Service Medal, and four Ohio Commendation Medals. His final assignment was as the Commander of the 147th Regiment (Regional Training Institute). 


Paul is a native of Cleveland, Ohio and earned a Master of Science in Physics and a Bachelor of Science in Mathematics from Cleveland State University. A life-long learner, he has also completed a Master of Strategic Studies degree at the U.S. Army War College and an MBA from the American Military University. He holds over 25 industry standard certifications which include the CISSP-ISSAP, CISSP, CRISC, CASP, and ITIL V3 Foundations certifications.

THOSE THAT SERVE | Slater Waltz

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An Interview by Anthony T. Eaton  |  April 2019


AE: What was it about the military that attracted you to join?


SW: It started with my grandfathers. They both served in WWII. My paternal grandfather served in the Navy and my maternal grandfather served in the Army.


During HS, I attended a military boarding school (Carson Long Military Academy)


After attending college for two years, I was bored and wanted adventure. That led me to join the Marine Corps.


A Pentagon report detailing 2012-2013 recruits shows that 86% of new Air Force airmen had a close relative (parent, grandparent, sibling, aunt, uncle or cousin) who had served. The Navy rate was 82%; Army, 79%; and Marines, 77%.


AE: That is very honorable that you followed in the steps of your grandfathers; and being bored can be a motivator. Given that your grandfathers served, did the military change your perception of service and leadership?


SW: I don’t know if my perception of service changed as I always looked up to my grandfather’s and their service. However, leadership in the Marines is different than other services. They believe in and enforce small unit leadership. 

I think the biggest takeaway for me was the ability to lead my friends. We might be friends in the barracks, but that ends the minute we stepped into the field or were at work. The other was putting your mission in front of your personal needs. 


Being able to take care of those under you and the task at hand over what you need. If that is giving up your last MRE or working later so that you can accomplish your mission, whatever it takes.


AE: It is certainly a leadership skill to be able to separate friendship from leading. Caring for those that you lead as you describe is truly an example of servant leadership. For all leaders there is a trade off, what was the biggest challenge in being a service member?


SW: I was older when I joined (21 years old and had went to college for several years). I was not married nor did I have children. I grew up hunting and fishing in PA and had attended a military boarding school. A lot of challenges that many go through: home sick, being out in the cold or discipline was not an issue for me.

The biggest challenge for me was the repetitive “games” that we played on a weekly basis: Police Calls, Working parties, Field Day, being at formation 15 minutes prior to the 15 minutes prior to the 15 minutes prior that you needed to be there. When one gets in trouble, we all suffer!


AE: As with trade offs and challenges, there are great rewards, what have those been for you?


SW: The biggest for me is learning that your body can accept more pain and push through with little sleep.


Mentally you can push yourself way past what you “think” your body can do and this is a great lesson to take with you throughout life. Never quit, keep a positive mindset and know you can move past it has helped my career many times.


Each year, nearly 200,000 Service members transition from the military back to their civilian communities.


AE: Was it a challenge to transition from service to civilian life?


SW: Yes, I transitioned out in ’00 (I went back in after 9/11). At that time there wasn’t a LinkedIn or companies with full blown military outreach programs. 

I went back to college to finish my degree, but lacked the mentoring that is available to transitioning veterans now.


There is a wealth of information, online courses and career mentoring available through simple Google searches that I encourage all veterans to take advantage of as they move throughout their career.


AE: We forget and take for granted the advances in technology and how they have made it easier on our service members transitioning out. How has serving in the military prepared you for where you are today?


SW: My position directly relates to my military experience, but the path that led me here was supported by my military experience. I started out in sales. 

I think veterans have the drive and independence, along with the work ethic, to push through all the “No’s” and succeed in sales. 


This helped me break into the HR field through staffing sales. I built upon that which led me to where I am today building enterprise military programs.


AE: I can see that connection, the structure and the discipline that it takes being in sales is very similar to what it takes to be a successful sales person. Beside the discipline, are there any leadership skills you attribute to learning from your time in the military?


SW: I was told by a SSgt in the Marines “Cpl Waltz, you get more bees with honey”. Getting past that bees produce the honey, I didn’t understand at first. 

I am an NCO, why can’t I yell at my Marines. It was a great lesson that I learned as a JR Marine. 


You do not have to yell to motivate your people. Find out what makes them tick and run with that. You have to be a chameleon as a leader. A one size fits all approach does not always work. 


AE: That is a great leadership lesson. I think we all have an image of a Marine leader getting in the face of his soldiers. This is a great example of where leaders don’t always see the connection between their actions and the results and is a great segway to my next question. What advice would you give to employers who may have a hard time making the connection between the skills you learned in the military to how they apply in civilian life?


SW: If you do not have a dedicated resource for military recruiting, seek out a veteran(s) in your company and have them help you screen applicants, decipher resumes and prepare engaging questions.


Use open ended questions and be patient with the answer.


I had a long-time college friend that went on to retire as a LtCol in the Army explain it to me when he started applying to positions in the private sector:

“I went to college, I received my commission and I worked my way up in the Army over a 20-year career. I have handled global logistics issues for two theaters of war, but I have NEVER applied to a JOB before in the private sector”

Do not assume, no matter what the rank/responsibility was in the military that they have done this before. Exercise patience and help understand the process from the veteran’s perspective!


Each year, more than 150,000 people enlist in the U.S. military.


AE: What advice would you give to someone considering enlisting?

SW: Speak to multiple branches!


I spoke to the Army, took the initial ASVAB and physical for the Air Force and wound up joining the Marines…and then went Open Contract (mistake on the contract part by me).


Approach it like you would applying to college. Speak to all of them, ask great questions, reach out to current military members and veterans. 


I would highly encourage anyone going to college to join the National Guard or Reserves. Experience the enlisted side before making a decision to become an officer.


Then make your decision after you have done your research! 


In 2017 there was1,281,900 service members, with an additional 801,200 people in the seven reserve components.


AE: What advice would you give to someone who will be leaving the military and going back to civilian life?


SW: If you are waiting until the last 6 months to start looking for a job, you might have a rough landing!


You need to research what certifications you need, degrees you want at least 2 years prior to your transition. 


Build your professional network!


Utilize Twitter, Facebook and LinkedIn to research companies and connect with professionals in the private sector. Reach out to former military colleagues that have already transitioned and leverage their network.


Transitioning takes years of planning. Which means if you are only doing four years, you need to start at your 2 year mark!


**Read the “Two Hour Job Search”. This will help you a lot. Join the “Veteran Mentor Network” on LinkedIn.**


The 2-Hour Job Search shows job-seekers how to work smarter (and faster) to secure first interviews. 


AE: I like to end my interviews with a quote, do you have a favorite?


SW: “We’re surrounded. That simplifies the problem!”-Chesty Puller


Slater is an Award-winning enterprise military outreach program manager and Marine veteran having served eight years. Today Slater is a Veteran Recruiting Program Manager creating, building and implementing military outreach programs.

THOSE THAT SERVE | Adam Bratz

Adam Braatz

An interview by Anthony T. Eaton |  March 2019

  

AE: What was it about the military that attracted you to join?


AB: I was always drawn to military service. My Dad served, my Uncle served, my Grandfather served. I was the black sheep that went to the Air Force (the rest of my family was Army). Like many, I was looking for a stable career, and some direction.


A little more than a quarter of new recruits indicate they have a parent that served in the military.


AE: So you carried on the family tradition as many do, yet you still went your own way. How did the military change your perception of service and leadership?


AB: Simply put, I was an immature and self-centered teenager. In fact, I was largely that way into my early twenties. The military helped me to grow up on the quick. Truth be told, I needed it. I started to understand to true meaning and value of service. General leadership has always been an innate ability of mine, but the military helped to cultivate in me an understanding of supervision, development, and group dynamics.


AE: Sometimes structure is required; you clearly made a sound decision. What did you find was the biggest challenge in being a service member?


AB: The biggest challenge for me was the time away from my family, which ultimately led to my decision to separate.


AE: Not having been in the service I can only imagine that it is hard especially if you have a close-knit family. As with tradeoffs and challenges, there are great rewards, what have those been for you?


AB: I met and worked with some of the greatest professionals in the nation, helped people in communities all over the world, and helped to train the next generation of warrior Airmen. It was an honor to serve.


It’s estimated that more than 200,000 U.S. service members return to civilian life each year.


AE: Was it a challenge to transition from service to civilian life?


AB: I had perceptions about post-service employment that were incorrect. It took some time to come to terms with the salary conditions of my first civilian job. Underemployment is an epidemic that faces veterans in the civilian workforce. Additionally, like many vets I had a hard time feeling like I had value. After working in an elite, fast-paced environment with hundreds of young enlisted Airmen relying on me for direction, working in an office was a blow to the ego.


AE: I have read and heard that, there is certainly a gap that can be filled to help soldiers and employers with that transition. How has serving in the military prepared you for where you are today?


AB: I look back to my professional military education as my foundation. At the time, PME can sometimes be arduous, but in hindsight each experience was trans-formative. In particular, the training I received as a Military Training Instructor prepared me like nothing else could.


When service members become veterans, they exit an institution which trained them in very specific skills, behaviors, and values.


AE: It is most often once we have some distance from something that we can see and appreciate it’s value and use to us. Are there any leadership skills you attribute to learning from your time in the military?


AB: Being able to deliberate and take decisive action on the quick. Alternately, understanding when to ask questions to seek clarification before taking corrective measures.


AE: Those skills are useful and transferable everywhere. What advice would you give to employers who may have a hard time making the connection between the skills you learned in the military to how they apply in civilian life?


AB: You will never find an employee that will fit the need for your posted position perfectly. They will not fulfill every single bullet. Every new employee will need training and time to adapt to their new position. Veterans are no exception, however, they come from a system that cultivates adaptability, train-ability, and accountability. Veterans, generally speaking, will show up on time, in uniform, with a good attitude. Focus on these things and throw away any preconceptions or prejudices you may have towards someone that has served. They’ll be the best employees you have ever had.

Soft skills are extremely valuable to employers and are some of the most sought-after qualities interviewers look for in potential hires.


AE: Those are exceptional qualities. Sometimes employers need to remember that or they miss out on great talent. What advice would you give to someone considering enlisting?


AB: Do research. Do not use your enlisted recruiter as a sole source of information.


AE: What advice would you give to someone who will be leaving the military and going back to civilian life?


AB: Start networking, like, yesterday. Network online and in person. Start and develop a LinkedIn presence. Every job I’ve gotten since I left the military has been from a personal connection, not a resume – and I have sent out hundreds.


AE: That is excellent advice, more and more it is about relationships and knowing someone. I like to end my interviews with a quote, do you have a favorite?


AB: If you fail to plan, you plan to fail.


A 7+ year Air Force service man Adam has dedicated his career to mentoring, educating, connecting, and supporting those in need, namely at-risk youth and fellow military veterans.
 

Adam is the Director of Communications for Green Up Solutions, LLC — a veteran owned and operated business committed to empowering veterans through meaningful employment, serving our community, and protecting the environment.
 

Additionally, he is the author and founder of www.postmilitarypro.com, a professional resource for veterans that focuses on the transition to civilian life.