The document discusses key aspects of veteran culture that are important for understanding veterans in the workplace. It outlines the core values that veterans uphold, including discipline, integrity, and honoring commitments. Veterans are described as controlled in showing emotions but highly enthusiastic. They are trained leaders who are adept at planning, executing tasks with speed and accuracy, and considering contingencies. The document provides tips for interviewing veterans, such as being patient as they translate questions and avoiding jargon.
Booz Allen has long supported our veterans—through our client work and in our communities. As we celebrate our veterans and their service this month, Booz Allen is also committed to supporting the spouses, families, and caregivers who also make sacrifices as part of that call to service. Booz Allen’s leadership-driven Veterans Agenda and employee-driven Armed Services Forum and Military Spouse Forum work together to support military families both inside and outside of the firm. We are consistently ranked in the Top 100 Military Friendly Employers for hiring veterans and developing programs to help them in transitioning to civilian employment.
Booz Allen has long supported our veterans—through our client work and in our communities. As we celebrate our veterans and their service this month, Booz Allen is also committed to supporting the spouses, families, and caregivers who also make sacrifices as part of that call to service. Booz Allen’s leadership-driven Veterans Agenda and employee-driven Armed Services Forum and Military Spouse Forum work together to support military families both inside and outside of the firm. We are consistently ranked in the Top 100 Military Friendly Employers for hiring veterans and developing programs to help them in transitioning to civilian employment.
Reflective Journal Part 3When I attempt to picture myself.docxaryan532920
Reflective Journal Part 3
When I attempt to picture myself above my current state, I envision myself as a retired First Sergeant who actively participates in policymaking on matters of national security. This will require a smooth transition to change by accepting the process of transformation rather than opposing it (Kegan & Lahey, 2009). I also think of myself as a person who takes the lead in promoting social change at both community and local levels. This is because military professionals must find something to do following their retirement. As a result of the challenges that I faced during my tenure as a First Sergeant in the Pennsylvania Army National Guard, I am driven by the desire to be one of the members of top policymaking team in the military in order to push for the agendas of addressing such concerns. They include encouraging diversity in the army and ensuring that the military also takes part in other tasks such as conflict resolution. The current stage of my professional personal journey is that I am a newly retired First Sergeant. That being so, I see myself learning and using the knowledge and skills that I have acquired in military to push for policy changes in order to improve national security.
In the event that I am in the final hours of my life, I would take a look back at the things that I did and smile at my achievements. I would be proud of the extremes that I went to protect my country from external aggression. I would also be happy about the steps that I took to disseminate intelligence information to subordinate units. The information was crucial for our successes in moving forward and overpowering our enemy soldiers in Iraq and Afghanistan. In light of the above, I want to be remembered as a patriot who was ready to risk his life by taking the lead in launching various operations that wiped out terrorist groups and establishments in the Northern parts of Iraq. I am proud that the little things that I did contributed immensely to our success at large.
At the moment, I am a retired First Sergeant of the military. I believe that my personal career has not reached its decline. On the contrary, I am on the verge of soaring into new heights when it comes to issues related to military. In connection to that, I am in the process of advancing my level of education in military studies, especially when it comes to policymaking in the military. To achieve this objective, I will be actively taking part in motivational speeches that are meant to encourage extraordinary men and women in uniforms to improve their performances. In addition, I am going to promote and encourage social change at the community levels. My social change initiatives will focus on persuading community members to join hands and address social problems such as teen pregnancy, alcohol and substance abuse, insecurity and radicalization, as well as gun violence. When seeking to answer this question, the images that come into my mind is a person who is sittin ...
Running head GUIDED JOURNAL1GUIDED JOURNAL4.docxcowinhelen
Running head: GUIDED JOURNAL 1
GUIDED JOURNAL 4
Guided Journal 1
Guided Journal
1. Current Self: Key Competencies and Accomplishments
As a First Sergeant in the United States Army, I have managed to realize various accomplishments and competencies. For instance, during the period that I served as an Operation Sergeant I presided over the task of disseminating intelligence information to subordinate units and other concerned government bodies. Thus, I received the 28th Infantry Division unit award for the important role that I played in providing key analytical contributions to the intelligence evaluations and quality control for the troop’s intelligence summary. In addition, I took the lead in various operations meant at wiping out terrorist groups and establishments in the Northern part of Iraq. In the process, I distinguished myself through the efforts and steps that I took to make sure that my troops effectively maneuvered through the enemy’s landscape in a timely fashion. I also performed my duties excellently to ensure that national and organic assets were well coordinated and to offer up to date data to my field forces as we moved across the enemy’s landscape.
Prior to my retirement, I received commendations from many leaders for the exceptional performance when I showcased my situational problem-solving and analytical capabilities, professionalism, as well as integrity in all situations during operations in Afghanistan and Iraq. On top of that, I have gained expertise in sticking to safety standards and policies that have been established in the Department of the Army Safety Manual. For that reason, I was lauded as one of the sergeants whose forces reported minimal accidents and safety problems while in operations. Apart from these skills, I am a competent diplomat. I hold the view that the concept of diplomacy is in line with the need to collaborate and encourage participation of various key parties involved in coming up with and implementing the operational processes ahead of fruitful completions.
2. Emerging Self
Being a retired sergeant, I envision myself in a situation where I will be mentoring others to improve their talents and capabilities in the military. This requires communication skills, which I have not fully developed. Discovering authentic leadership needs devotion to developing oneself (George et al. 2007). My interest in improving my communication skills rests in the fact that I am likely to actively take part in activities that require a lot of public speaking. This is because I have received many invitations from my former military units to provide mentoring lessons to upcoming sergeants. Therefore, I am looking forward to becoming a good orator. I hold the view that the key to improving one’s skills is to actively practice consistently. In the same vein, I look forward to practice the art of public speaking. One of the ways that I intend to go about this challenging task is to take the opportunity to e ...
Effectively Translate Your Military Experience in a Civilian InterviewLucas Group
For any professional career candidate, prepping for a job interview is complicated. There are scores of details to manage: your clothing style, eye contact, speaking skills, non-verbal cues, handshake strength, and your views on college sports…not to mention your actual capabilities. Nailing each variable requires thorough preparation, self-awareness, a high degree of professionalism, and a thorough understanding of your audience. Just as hiring managers pore through resumes with the mindset to eliminate, so too do they look for problems in the interview as justification for not hiring you.
Running head ARMY LEADER ATTRIBUTES 1ARMY LEADER ATTRIBUTES.docxtoddr4
Running head: ARMY LEADER ATTRIBUTES 1
ARMY LEADER ATTRIBUTES 6
Army Leader Attributes
Yehyun Park
BLC Class
09/16/2018
Army Leader Attributes
Army leader is an individual with strong intellectual capacity, presence, character, competencies, and serves as the role model to others. Army leadership encompasses the ability of an individual to take up the responsibility to lead, guide, and motivate other individuals or a team to accomplish the mission of the Army. Army leaders experience challenges in their work jurisdiction that usually demand a wide range of knowledge, skills, abilities, and other traits. The honor of serving a country as an Army leader requires passion, dedication, and undivided attention to develop the best plan that will yield positive results. The Army doctrine reference publication (ADRP) 6-22 exudes the leadership principles and describes both the attribute and leadership competencies that govern Army leaders.
The Army is an institution built on mutual trust and confidence. The leaders guide his teams to accomplish the mission successfully. Army leaders are to act decisively and command, within the purpose and intent set by the superiors to accomplish the mission. The Army is made of a team of lenient individual entrusted to perform certain task following the base command rule as ascertained in the hierarchy of power. The intention of an Army leader should always focus on how to inspire and improve the organization for a better future. Army leader is the most important aspect of Army leadership doctrine. In order to develop desired attributes associated with character, presence, and intellect, the Army leader is required to acknowledge the need of having consistent self-awareness and commit to lifelong learning.
The character is one of the core foundations for being an Army leader and comprises of moral and ethical qualities above reproach. The moral and ethics create a distinction that empowers and motivates the leader to commit to doing the right thing no matter the circumstance or consequences. Successful leadership depends entire on traits such as values, empathy, discipline and services ethos. Army values comprise personal values, standard, principles, and qualities nurtured from childhood with a desire to serve. The most influential Army values include loyalty, respect, duty, honor, integrity, personal courage, and self-service. Army leaders demonstrate a high level of empathy that helps to relate, share feelings, and understand each other. With deeper understanding, Army leader is well equipped to anticipate feelings of others and envision the impact of their action or decision on their teams. Self-discipline or the ability to control individual behavior by doing the right thing at all times falls under character. Self-disciple drives the Army leader by having mindset aimed at practice sustained and systematic actions to enable the organization to perform military function smoothly. Wa.
Considering the traumatic effects of war on men, women, and children.docxalfredacavx97
Considering the traumatic effects of war on men, women, and children, compare the career issues affecting military personnel returning to civilian life to those who have not been in the military. This situation can affect all family members, including children in school, so please include partners and children in this discussion as it relates to career development. As part of your post, include your strategies for advocating for these clients' career and educational development. These sections in the posting needs to include the headings.
Response Guidelines
Respond to two peers regarding their assessment of the issues facing military personnel returning to civilian life and issues experienced by their families. Explain where your assessment was similar and different from theirs. Provide constructive feedback on your peers' proposed strategies. I have provided you with two postings from my peers. I need a response with at least one reference to each peers's posting. I pay $20.00.
First peer posting
Military Families
Military personnel returning to civilian life affects not only the military personnel, the return affects the military person’s family, wives, husbands, children, parents, etc. are all affected in this transition. Common challenges for returning military personnel include; trying to relate to people who are outside of the military who do not understand what the military person has experienced, trying to fit into a family who had adjusted to the military person’s absence, trying to reconnect with their children, who may not have seen their parent for a long time, and trying to reconnect with a unfamiliar society which have different rules than the military. ("Military personnel," 2012)
Military Jobs and Careers
Not only do military personnel have to learn to reconnect with their families, they have to learn how find a job, or a career outside of the military. In the military, there is structure. Everyone knows their place. In civilian life, structure takes time to build, the military person has to relearn how to adjust to the uncertainty of outside life. Depending on the age of the military person, or if they had a career in the military, they may have to learn how to complete a resume, apply for a job, and learn how to interview for a job. Military personnel also have to figure out which of their military skills will convert to civilian jobs. Once in the job or career, military people have to understand, in the civilian world, jobs are based on individual progress, where as in the military, assignments are completed as a group effort. ("Military personnel," 2012)
Advocating for Career and Education Development
The strategies for advocating for military personnel’s career and education development are to help the military personnel gain access to services provided by the military. Although there military social workers who help the military personnel gain access to these services, they are small in number compared to how m.
FULL SLIDES 2016: The Current & Future State of Independent Contractor Compli...Populus Group
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Denis S. Kenny shares updates in the world of independent contractor compliance including recent legislation and the impact of the gig economy.
Managing Your Global Contingent WorkforcePopulus Group
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Reflective Journal Part 3When I attempt to picture myself.docxaryan532920
Reflective Journal Part 3
When I attempt to picture myself above my current state, I envision myself as a retired First Sergeant who actively participates in policymaking on matters of national security. This will require a smooth transition to change by accepting the process of transformation rather than opposing it (Kegan & Lahey, 2009). I also think of myself as a person who takes the lead in promoting social change at both community and local levels. This is because military professionals must find something to do following their retirement. As a result of the challenges that I faced during my tenure as a First Sergeant in the Pennsylvania Army National Guard, I am driven by the desire to be one of the members of top policymaking team in the military in order to push for the agendas of addressing such concerns. They include encouraging diversity in the army and ensuring that the military also takes part in other tasks such as conflict resolution. The current stage of my professional personal journey is that I am a newly retired First Sergeant. That being so, I see myself learning and using the knowledge and skills that I have acquired in military to push for policy changes in order to improve national security.
In the event that I am in the final hours of my life, I would take a look back at the things that I did and smile at my achievements. I would be proud of the extremes that I went to protect my country from external aggression. I would also be happy about the steps that I took to disseminate intelligence information to subordinate units. The information was crucial for our successes in moving forward and overpowering our enemy soldiers in Iraq and Afghanistan. In light of the above, I want to be remembered as a patriot who was ready to risk his life by taking the lead in launching various operations that wiped out terrorist groups and establishments in the Northern parts of Iraq. I am proud that the little things that I did contributed immensely to our success at large.
At the moment, I am a retired First Sergeant of the military. I believe that my personal career has not reached its decline. On the contrary, I am on the verge of soaring into new heights when it comes to issues related to military. In connection to that, I am in the process of advancing my level of education in military studies, especially when it comes to policymaking in the military. To achieve this objective, I will be actively taking part in motivational speeches that are meant to encourage extraordinary men and women in uniforms to improve their performances. In addition, I am going to promote and encourage social change at the community levels. My social change initiatives will focus on persuading community members to join hands and address social problems such as teen pregnancy, alcohol and substance abuse, insecurity and radicalization, as well as gun violence. When seeking to answer this question, the images that come into my mind is a person who is sittin ...
Running head GUIDED JOURNAL1GUIDED JOURNAL4.docxcowinhelen
Running head: GUIDED JOURNAL 1
GUIDED JOURNAL 4
Guided Journal 1
Guided Journal
1. Current Self: Key Competencies and Accomplishments
As a First Sergeant in the United States Army, I have managed to realize various accomplishments and competencies. For instance, during the period that I served as an Operation Sergeant I presided over the task of disseminating intelligence information to subordinate units and other concerned government bodies. Thus, I received the 28th Infantry Division unit award for the important role that I played in providing key analytical contributions to the intelligence evaluations and quality control for the troop’s intelligence summary. In addition, I took the lead in various operations meant at wiping out terrorist groups and establishments in the Northern part of Iraq. In the process, I distinguished myself through the efforts and steps that I took to make sure that my troops effectively maneuvered through the enemy’s landscape in a timely fashion. I also performed my duties excellently to ensure that national and organic assets were well coordinated and to offer up to date data to my field forces as we moved across the enemy’s landscape.
Prior to my retirement, I received commendations from many leaders for the exceptional performance when I showcased my situational problem-solving and analytical capabilities, professionalism, as well as integrity in all situations during operations in Afghanistan and Iraq. On top of that, I have gained expertise in sticking to safety standards and policies that have been established in the Department of the Army Safety Manual. For that reason, I was lauded as one of the sergeants whose forces reported minimal accidents and safety problems while in operations. Apart from these skills, I am a competent diplomat. I hold the view that the concept of diplomacy is in line with the need to collaborate and encourage participation of various key parties involved in coming up with and implementing the operational processes ahead of fruitful completions.
2. Emerging Self
Being a retired sergeant, I envision myself in a situation where I will be mentoring others to improve their talents and capabilities in the military. This requires communication skills, which I have not fully developed. Discovering authentic leadership needs devotion to developing oneself (George et al. 2007). My interest in improving my communication skills rests in the fact that I am likely to actively take part in activities that require a lot of public speaking. This is because I have received many invitations from my former military units to provide mentoring lessons to upcoming sergeants. Therefore, I am looking forward to becoming a good orator. I hold the view that the key to improving one’s skills is to actively practice consistently. In the same vein, I look forward to practice the art of public speaking. One of the ways that I intend to go about this challenging task is to take the opportunity to e ...
Effectively Translate Your Military Experience in a Civilian InterviewLucas Group
For any professional career candidate, prepping for a job interview is complicated. There are scores of details to manage: your clothing style, eye contact, speaking skills, non-verbal cues, handshake strength, and your views on college sports…not to mention your actual capabilities. Nailing each variable requires thorough preparation, self-awareness, a high degree of professionalism, and a thorough understanding of your audience. Just as hiring managers pore through resumes with the mindset to eliminate, so too do they look for problems in the interview as justification for not hiring you.
Running head ARMY LEADER ATTRIBUTES 1ARMY LEADER ATTRIBUTES.docxtoddr4
Running head: ARMY LEADER ATTRIBUTES 1
ARMY LEADER ATTRIBUTES 6
Army Leader Attributes
Yehyun Park
BLC Class
09/16/2018
Army Leader Attributes
Army leader is an individual with strong intellectual capacity, presence, character, competencies, and serves as the role model to others. Army leadership encompasses the ability of an individual to take up the responsibility to lead, guide, and motivate other individuals or a team to accomplish the mission of the Army. Army leaders experience challenges in their work jurisdiction that usually demand a wide range of knowledge, skills, abilities, and other traits. The honor of serving a country as an Army leader requires passion, dedication, and undivided attention to develop the best plan that will yield positive results. The Army doctrine reference publication (ADRP) 6-22 exudes the leadership principles and describes both the attribute and leadership competencies that govern Army leaders.
The Army is an institution built on mutual trust and confidence. The leaders guide his teams to accomplish the mission successfully. Army leaders are to act decisively and command, within the purpose and intent set by the superiors to accomplish the mission. The Army is made of a team of lenient individual entrusted to perform certain task following the base command rule as ascertained in the hierarchy of power. The intention of an Army leader should always focus on how to inspire and improve the organization for a better future. Army leader is the most important aspect of Army leadership doctrine. In order to develop desired attributes associated with character, presence, and intellect, the Army leader is required to acknowledge the need of having consistent self-awareness and commit to lifelong learning.
The character is one of the core foundations for being an Army leader and comprises of moral and ethical qualities above reproach. The moral and ethics create a distinction that empowers and motivates the leader to commit to doing the right thing no matter the circumstance or consequences. Successful leadership depends entire on traits such as values, empathy, discipline and services ethos. Army values comprise personal values, standard, principles, and qualities nurtured from childhood with a desire to serve. The most influential Army values include loyalty, respect, duty, honor, integrity, personal courage, and self-service. Army leaders demonstrate a high level of empathy that helps to relate, share feelings, and understand each other. With deeper understanding, Army leader is well equipped to anticipate feelings of others and envision the impact of their action or decision on their teams. Self-discipline or the ability to control individual behavior by doing the right thing at all times falls under character. Self-disciple drives the Army leader by having mindset aimed at practice sustained and systematic actions to enable the organization to perform military function smoothly. Wa.
Considering the traumatic effects of war on men, women, and children.docxalfredacavx97
Considering the traumatic effects of war on men, women, and children, compare the career issues affecting military personnel returning to civilian life to those who have not been in the military. This situation can affect all family members, including children in school, so please include partners and children in this discussion as it relates to career development. As part of your post, include your strategies for advocating for these clients' career and educational development. These sections in the posting needs to include the headings.
Response Guidelines
Respond to two peers regarding their assessment of the issues facing military personnel returning to civilian life and issues experienced by their families. Explain where your assessment was similar and different from theirs. Provide constructive feedback on your peers' proposed strategies. I have provided you with two postings from my peers. I need a response with at least one reference to each peers's posting. I pay $20.00.
First peer posting
Military Families
Military personnel returning to civilian life affects not only the military personnel, the return affects the military person’s family, wives, husbands, children, parents, etc. are all affected in this transition. Common challenges for returning military personnel include; trying to relate to people who are outside of the military who do not understand what the military person has experienced, trying to fit into a family who had adjusted to the military person’s absence, trying to reconnect with their children, who may not have seen their parent for a long time, and trying to reconnect with a unfamiliar society which have different rules than the military. ("Military personnel," 2012)
Military Jobs and Careers
Not only do military personnel have to learn to reconnect with their families, they have to learn how find a job, or a career outside of the military. In the military, there is structure. Everyone knows their place. In civilian life, structure takes time to build, the military person has to relearn how to adjust to the uncertainty of outside life. Depending on the age of the military person, or if they had a career in the military, they may have to learn how to complete a resume, apply for a job, and learn how to interview for a job. Military personnel also have to figure out which of their military skills will convert to civilian jobs. Once in the job or career, military people have to understand, in the civilian world, jobs are based on individual progress, where as in the military, assignments are completed as a group effort. ("Military personnel," 2012)
Advocating for Career and Education Development
The strategies for advocating for military personnel’s career and education development are to help the military personnel gain access to services provided by the military. Although there military social workers who help the military personnel gain access to these services, they are small in number compared to how m.
FULL SLIDES 2016: The Current & Future State of Independent Contractor Compli...Populus Group
Full Slides
Denis S. Kenny shares updates in the world of independent contractor compliance including recent legislation and the impact of the gig economy.
Managing Your Global Contingent WorkforcePopulus Group
John Smith and JP Gooch of CXC Global share trends in the global labor market, the impact of the gig economy and worker classification. They also share some trends to watch for the future of the global workforce and the gig economy.
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Best Practices for Establishing and Running an Effective Veteran Hiring Program
1. COMPONENTS OF VETERAN CULTURE
ROB ELLS
Manager, Veterans Initiatives Program
Roush Enterprises
2. May 9-11, 2016 | Nashville, TN
0
VALUES
Veterans will bring a solid set of values to any organization and they will live by and act upon those values. Keep
in mind, the Veteran’s experience may revolve around combat operations. Behavioral elements the Veteran may
demonstrate are: impatience, a strict adherence to rules or values and an extreme urgency in decision
making. When serving in the military, these behaviors were normal and expected. If these behaviors are
contrary to the company culture, explain the new culture to the Veteran. He or she will adapt. (pg. 7)
The values of the US Armed Forces are not merely words, but a code of conduct that drives behavior in and out
of the workplace. The values held by Veterans do not waver and they remain part of that Veteran even after the
uniform is removed. These values are similar, if not the exact same as the values of many companies
across America. Veterans have the discipline to support and guard these values and uphold them, not only
when times are easy, but when times become difficult. (pg. 10)
ENTHUSIASM
Emotionally, Veterans are very controlled. It is uncommon that you will ever see a Veteran display
characteristics of euphoric happiness or extreme sadness. This does not mean they are emotionless but rather
they have learned to control their emotions. The military performs their jobs in environments where focused
and consistent leadership is the cornerstone of success. As exceptional leaders, they are aware of the
power of emotions and how to keep them in balance. Consequently, during an interview, it is unlikely a
Veteran will be the one who is outwardly excited about the opportunity; this does not mean that they are
not excited. (pg. 18)
MILITARY VALUES
ARMY
Loyalty
Duty
Respect
Honor
Integrity
Selfless Service
Personal Courage
MARINES
Honor
Courage
Commitment
NAVY
Honor
Courage
Commitment
AIR FORCE
Integrity First
Service Before
Self
Excellence in All
We Do
COAST GUARD
Honor
Respect
Devotion to Duty
3. May 9-11, 2016 | Nashville, TN
USE OF JARGON / ACRONYMS
The military profession, like many professions, maintains its own unique languages. Terms, acronyms,
and orders vary by Service, and much of the language is significantly different from the civilian sector. If
you’re unclear what a term or phrase means, ask him / her to explain.
COMMUNICATION
When a Veteran responds to a question in an interview, there might be a bit of a pause before providing a
response. What is happening is the Veteran hears the questions, translates it into their military language, finds an
example to illustrate their competency then translates it back into the business language. This process is no
different than the process used while learning to speak a foreign language. (pg. 19)
Despite speaking patterns being different, Veterans realize the nature of precise and timely communication. They
live by the phrase that “words have meaning and selection of the correct word is critical.” Veterans will
likely be the ones who over-communicate and seek feedback to ensure that a message was received and
understood. (pg. 40)
BLUF
Veterans have a unique way of speaking and nuances associated with it. Veteran patterns of speech might
be perceived as: short and abrupt; lacking descriptive language; direct and blunt; lacking social conversation or
pleasantries. A key component to the military speech pattern is to always place the Bottom Line Up Front
or BLUF. This will take the form of the key message, be it written or verbal, placed at the start of a presentation.
Veterans are accustomed to this and can subconsciously expect others to do the same. (pg. 40)
LEADERSHIP
Regardless of rank, all members of the military are trained in leadership. When a Veteran is hired, he/she
will bring to the organization leadership skills that have been learned in the classroom and honed through
practical application. Veterans are leaders who are taught how to succeed when success is fleeting, they are
adept at making ethical decisions and they do this in harsh environments with little sleep, while operating in a new
and diverse culture among a population that may want to inflict harm. (pg. 27)
SPEED OF ACTION
Accomplishing tasks (missions) with speed and accuracy is embedded within the military culture, but
business coworkers may view the Veteran as a “bull running through a china shop.” Many Veterans are type-A
personalities, and given the relatively short nature of military assignments (18-36 months), they do not waste
time in establishing their vision, values and philosophy. If this direct approach does not fit in the company
culture, explain to the Veteran how leaders assimilate with their teams. They will accept the criticism and adapt.
(pg. 28) (Veterans will not confuse urgency with rushing to change. They will quickly strive to learn about the
organization, before attempting to implement changes)
PLANNING
Veterans, regardless of rank, have significant experience planning operations. While military planning processes
bear some similarities and difference from business planning processes, Veterans provide a unique perspective
to existing processes and planning models.
4. May 9-11, 2016 | Nashville, TN
EXECUTION
Veterans, by the nature of their military service and leadership experience, are not only planners but also
executors. Veterans build teams, support teams, and work together to ensure proper execution and successful
accomplishment of tasks.
PROCESSES
From experience, Veterans realize that situations are not always calm, and they know that results must be
constant regardless of the environment. They will bring to your organization a process by which they can
replicate routine tasks and events. If a physical checklist does not exist, they may make one to maintain
consistency. (pg. 31)
WHAT IF?
By virtue of their training, Veterans are always thinking about “what if?” It might be as overt as deliberate
planning for potential problems or as subtle as having developed a course of action should a system fail or what
to do if a team member gets sick or injured. (pg. 31)
INTERVIEWING
A Veteran lacks experience in interviewing and is not accustomed to boasting about his or her accomplishments,
making the job interview very intimidating. The military emphasizes the competence of the collective –
teamwork over the individual.
The Veteran, often quiet and humble, may hesitate taking time to comprehend the intent and develop an answer
that is translated from military language to business language. This can give the impression that the Veteran is a
poor communicator when in actuality they are just processing the information differently. (pg. 17)
INTERVIEWING TIPS:
• Start with some simple questions that the Veteran will be able to answer; questions on military values are a
great starting point.
• Avoid company specific language when asking the question.
• If industry language is a must, take time to define it.
• If during an interview you sense a Veteran is struggling:
o Acknowledge that industry specific language is challenging for everyone.
o Be patient while the Veteran is formulating their answer.
• If the Veteran uses a word that is unclear, calmly inform the Veteran that you are unclear on what the word
means (pg. 19)
RECOMMENDED INTERVIEW QUESTIONS:
• “I understand that each Service has a core set of values. Can you tell me a few that are important to you?”
• “Between the position for which you’re applying and any of your previous jobs in the military, what
characteristics do you see as similar?”
• “As a leader, what do you do to create an environment of success for your team?”
• “Describe for me a situation when you were working with different cultures. What actions did you take to
gain their trust?”
*SOURCE: The Walt Disney Company Heroes Work Here Veterans Institute Handbook - 080714