"I could see the teams develop in the short time we were on the obstacles.It is a great feeling to see the ‘light come on' when a leadership theory becomes practical and applicable through the exercise," he said.Beardsley recognized that each obstacle was unique.
Now consider how you can “translate” this solution to a civilian narrative.
In this example, you could share how your ability to think on your feet, work well under pressure, and enlist the support and endorsement of those who need to follow you, created the opportunity for the bigger mission to be completed.
"The whole exercise's success was demonstrated by the discussion and learning that occurred during and after the AAR's," Hatch said.
Hatch said the best moments were watching the light bulb come on when the team worked through the obstacle.
Officers and noncommissioned officers assigned to the 642nd Aviation Support Battalion, New York Army National Guard, work together on the “river crossing” obstacle at the United States Military Academy Leadership Reaction Course at West Point, N. Hatch, in civilian life a representative for a local ministry at West Point, and his wife, Marie Lou Hatch (a West Point alumnus) coordinated and oversaw the exercise.
Developing A Speech Thesis - Army Problem Solving
The training was designed so 642nd senior leaders could test their problem solving and decision-making skills while learning how to work better together. The group was broken up into two teams of eight, which were comprised of 642nd company commanders, first sergeants and battalion staff members. Shawn Hatch, the battalion's commander, was to get to know his battalion staff and leadership while also practicing skills to lead high-performing teams.Each obstacle required the team to get from point A to point B but differed on how to accomplish the mission."This is the first time being in a leadership position in front of some of my peers, so it's natural to fear looking incompetent," she said.At the start of each obstacle the team would appoint a new leader to develop a plan and execute.Using the example above, obviously, the troops you are responsible for would care about your ability to lead them to safety. Would the leaders directing the mission be vested in the outcome?What about the families of those military service members you were responsible for – I’m sure they cared that you did your job well.Consider, instead, the problems you solve and those who care about that solution.To say you are a military veteran and know how to solve problems is a great understatement.Your entire time in uniform was spent navigating solutions to complex challenges.As you transition, step back from the “what” of your service and focus on the “how” and “why”?