LdrOlgy_The Maze of Life

The Maze of Life

There have been times in my life and career where I have sat in a professional development seminar or briefing, and the discussion is often made on what success looks like. Normally it is often given with the image example of the line that is not a continuous uphill progression, but rather a line which looks like a mountain scape, where peaks come and then downhills or valleys follow until you find the next uphill climb. The success comes from multiple trials and errors, but when you apply the lessons you’ve learned from those downtrends, you can be brought up to the next level.

The past month however, I came to think not only of this image of the struggle within the pursuit of success, but rather, the maze of life and our careers. There are some individuals who, from early on in their lives see the path forward, and pursue it, and maintain this path until they reach their “finish line”. For others however, we enter our maze of life and find a path to travel down until we find ourselves at our wall. Some of us, in our stubbornness, pride, or belief that this wall is a challenge in need of removal will try to break through the wall. We don’t want to accept the fact that the wall is there or believe we must knock it down. Perhaps this was meant to be, yet out of all the multiple times in my life when I tried to break down the walls, I failed. I spent a vast amount of time and energy to break through the wall and eventually had to turn around in the maze and find a new route to take.

The part about that, is that just because the route I initially took didn’t work out, doesn’t mean it was a lost cause. I now reflect and see the vast amount of knowledge, experience, and insight I’ve gained from taking that path. It allowed me to grow and learn along the way. I take a new path which has new twists and turns within it but am working through those challenges with additional skills and experience to rely on. I then find a new wall in this path, what then? I work to find the next route to take. The entire time through this journey of navigating through this maze I continue to pursue my end goal with passion and purpose. Each pathway bringing me new understanding and allowing me to grow as a person and leader.

If we had the aerial view from above at the very beginning, we could easily choose the “easiest route” to take. We could trace our way to the finish line we seek, but would we learn and grow? No… because it’s the struggle within the maze that builds us stronger, it’s the “walls” and “blockages” which becomes our harshest, but most valuable instructor. As Bruce Lee famously stated, “Do not pray for an easy life, pray for the strength to endure a difficult one”

You may be someone currently in your maze, struggling to come to accept the fact that you’re facing a wall. You may be discouraged with where you find yourself; my challenge to you is the same that Dr. Henry Cloud discusses in his book, “Necessary Endings”, “Is it time for you to make a necessary ending?” Change can be very hard for people, especially when we have so much emotional energy or personal attachment invested in our career, our path within our maze. I would encourage everyone to reflect and ask yourself, “Perhaps I am standing at this wall, because I’ve learned everything I need, and it’s now my time to make a serious change, take a new direction, to move myself further in life through a new path.”

Don’t get lost in the maze, don’t be afraid to make a serious change, keep living life with your passion and purpose, but be flexible with the route you may have to take in order to reach that finish line.

Defend Your Biggest Complaint

In a recent visit with our DPH Ms. Jen Green, she posed a question that she has utilized in some counseling sessions throughout her career. “TJ… what is your biggest bitch, gripe, complaint right now?”
There was a slight pause in the room as I pondered that question. I didn’t respond when she followed
up with, “Now… if you had given me your top complaint, I’d tell you that you now have to do the complete opposite and work to defend, support, and encourage why that issue or situation should occur the way it is.” Now imagine how mentally, emotionally, and maybe even spiritually engaging that could be for us not just as military members but also as individuals.

“I don’t like the plan of attack we’re about to take!” Now… “Can you tell me all the reasons that plan is
the best out of all the ones available?”

“I feel like we should have had pizza for dinner! But they decided to make soup and salad instead!.”
Now, “Can you tell me why the soup and salad was the best overall option?”

“I don’t understand why the leadership has us all out here for a group physical training session! It’s a
waste of my time!” Now… “Can you tell me, defend, and support why doing a group physical training
session is actually a good leadership decision to make?”

This simple exercise is designed to help members see different and new perspectives and admit that
sometimes our preferred choice may not be the best. We’ve let our emotional side of our brain overpower our analytical side, and we need to work to reset and rebalance the two out. (Easier said than done… I know)

This exercise, however, is one that Lt. Col Robert T. Frederick faced when working for General Eisenhower at the start of World War 2. The concept of a small tactical commando force to operate close to
and behind enemy lines was simply impossible and should not be given much thought. Let alone, it was written to be a joint force initiative of 50% American Servicemen and 50% Canadian Servicemen. Lt. Col Frederick put his stamp of “reject” on it and moved on to his next project. However, it didn’t take long before he was called before the boss and informed, “Congratulations! You are now the Commander of the First Special Service Force (FSSF). Now go execute the mission!” A man who spent hours writing up why something could not work was now challenged to make it work. The FSSF, joint American and Canadian servicemen were so successful in killing and terrorizing the enemy that they became known as “The Black Devils.” The FSSF thrived with this new honor and maximized it by printing up their logo and leaving it either on the dead German soldiers they killed at night slipping through enemy lines. On the card they added the words, “Das diche ende kommt noch!” translated it means, “The end of you is yet to come!” Lt. Col General Robert Frederick not only terrified the enemy but won respect and honor from his men. When the unit disbanded, the men openly admitted in books and journals that it was one of the rare times they cried during the war, some saying “the saddest moment of my life.”

Major General Frederick finished his career with 8x Purple Hearts and is the most wounded soldier in WW2 history. He received these injuries by fighting on the front lines alongside his men. Last reported by the FSSF museum, he is additionally the most wounded General in US history. On 5 December 1984, the FSSF were honored by Army Special Forces as being its ancestral origin. Further, the FSSF would be a significant influence towards the inspiration in writing the Hollywood hit film “Inglorious Bastards.” The unit patch can be seen on Brad Pitt’s uniform in certain scenes

LdrOlgy_The Power is in the Routine

Leader.Ology: The Power is in the Routine.

It was one of the first days within week one of four in my most recent military course. I was selected as the physical training leader. I was responsible for leading one training session for my group and logging all the data for our members participating in a fitness challenge. If you scanned the room, the typical person may pick out people they would assume as top participants in the challenge.

Over the course of the four weeks, I was surprised by what I found. The person I thought would be one of the least impactful was actually the person who was one of the strongest in every category and actually took first in the most miles produced. I found it quite interesting because I had members who would go out and run 8 or 6 miles at a time. Chuck was simply content but dedicated to 3 miles or 3.5 miles a day. He added 30 to 50 push-ups and sit-ups to his routine. At the end of the competition, Chuck was in the top three of participants in all three categories measured.

As I reflected on this, I began to develop a routine for myself. I started in a very similar fashion. Monday through Friday I was going to run, weight lift, read a book or listen to an audiobook or podcast, and then finally, try to write or work on a storyboard for a fictional book I’ve wanted to write for years. All too often, I’d get into this mentality that I didn’t have time for a run; I was sure of this because I had always felt I needed 30 minutes to ensure I got the run in. The fact of the matter was that I didn’t need 30 minutes for a run; I only needed 5, or 10, 15, 20, or however long I could get.

The power came in creating positive habits and building a system that challenged me to work towards accomplishing the act and not worry about the projected outcome. My mind was really drawn to this concept also by reading “Atomic Habits” by James Clear at the same time Chuck was crushing his competition through a simple routine.

We spring forward now after 4 months and I am blown away with how my mental health and body respond when my routine is impacted. October, November, and December were great months for me. I quickly found that those 5 minute jogs turned into 20-30 minute runs. My reading wasn’t just 10 minutes on the car ride home from work, but instead an hour long audiobook session that went on while I also cooked dinner.

The fact is that our power is not generated from one single moment of an act but rather by building our strength through our routines. The dedication towards a consistent process allows us to build over time, and we reach our goals through increments. Our current generation, culture, society presses us towards an instant result. Still, the fact is that time, and capability require us towards the long-term working of success. The “I could never say $10,000” mentality needs to be broken down to, “can you save $27 a day?” or “$13.75 a day?” That allows you to reach your goal in 1 year or 2 years. We may feel that 1 year or 2 years is such a significant amount of time that it seems unobtainable or not worth the sacrifice. If we can be dedicated to establishing our routines, we can accomplish our goals and build our strengths for a stronger tomorrow. So what routine are you now going to begin incorporating in your life?

(UPDATE 1 MARCH) Here is a look at my routine for February. January I really struggled to maintain due to unforeseen circumstances. I didn’t tear myself down though, but continued to look forward towards re-engaging in the new month. Once you take a moment to reflect back on all you accomplished in the month, you realize how much you really achieved by just sticking to your routine and getting closer to your goals! Don’t give up, just get better!

Ldrstc_Chp.28_Did you do your best?

CHAPTER 28

Did you do your best?

In leadership, you can become so personally attached to the process that depression, sadness, or even guilt can slowly be absorbed in to your heart and spirit. A few chapters back we talked about your followers best is only to be matched by giving your best. So where does the guilt, sadness, or even the depression come in to play? Because we all have bad days, we all get frustrated when we don’t see change within our structure, our work environment, our people, or maybe even ourselves. There are days that we will be at that point of questioning what is going on, and what am I doing wrong, why am I not seeing the changes and am I doing everything I can?

These are all questions that I would honestly say happen in everyone who truly has the heart and passion of leading people. You go through these motions of doubting your own efforts that you are so desperately wanting to give to your people.

Many companies and organizations all adopt mission statements, and their core values, or character traits that they promote throughout their whole business infrastructure. The military across the board all use value relatable to honor, service, and duty. The Air Force has one value that it always shoves at its members, “excellence in all you do.”

As a young military member, I was having one of those questions of how does someone contemplate excellence. My basic military training instructor then asked, “Are you able to obtain perfection.” I stood there attempting to contemplate the question and possible answers when they then concluded, “No. But it is in the pursuit of perfection that you find excellence.” The other military training instructor I had would say, “TJ, you need to do your job so well, that if someone is to ever come and inspect your work, that they have no doubt in your mind that you did your absolute best.”

As I continued to go throughout my military career I always had that mentality in mind and as that driving force internally, yet there was a void inside myself as to how do I know myself if I am giving my absolute best. It wasn’t until four years in to my career that I had a senior leader and mentor who looked at me and said, “TJ when you go home and look yourself in the mirror, are you able to tell yourself that you gave your best effort today? If you tell yourself you gave your best, then what more can I as your boss ask of you?”

That is a question that every single leader needs to ask themselves; but furthermore it is something that every person on the team can ask themselves. It is a self-reflection tool to help yourself assess how much effort you are truly giving your people and team. If you are ever in any doubt on the amount of effort that you are giving your people; stop, go in to a bathroom, look yourself in a mirror and ask yourself to your own face, “Did I give my absolute best effort to my people, our team, and even myself?” If you can say yes, then you can sleep at ease knowing you are giving your best.

Ldrstc_Chp.27_Be Humble & Not A F***ING PRICK!

CHAPTER 27

BE HUMBLE & NOT A FUCKING PRICK!

Humility is by far one of the best character traits anyone can have. It is something that is very refreshing to see, feel, and experience when it is genuine and sincere. However, humility is something that can be very bland and unbearable to some people.

To remind us of this vital character trait; I want to remind you the definition.

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Humility:

Noun: A modest or low view of one’s own importance; humbleness.

Humble:

Adjective: Having or showing a modest or low estimate of one’s own importance:

Verb: Lower (someone) in dignity or importance:  “I knew he had humbled himself to ask for my help”

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The antonyms to humility and its different variations are being proud, overbearing, boastful, or even having the sense of nobility over someone else. So where do we bring this all together and full circle? If you were to take my advice and become the humblest person on the planet and did amazing things, you could even lose credibility as a leader because you can be too modest or have to much of a low view of yourself. The humility that I speak of is never to replace the pride you should have in your abilities or in your successes as a business or military leader, but is your counter balancing weight that is always there to keep you grounded to reality.

Tim Duncan and Calvin Johnson are undoubtedly some of the best players in their sporting fields. Though I do not spend a large portion of my time following these players; what I would say is that every time I see them in an interview it is very clear that you can sense their humility by how they speak about their team. It is there that we see exactly the balance of professional self-pride and humility. They in their positions are a vital piece that they are self-aware of, yet their leadership is infused in always promoting the team they are surrounded by and dedicated to. We’ll see more of this concept in later chapters.

Master Chief Steve Nash has been a wonderful friend and mentor I have come to have in my life. Master Chief was one of the first fifty men who was selected to start one of the most elite fighting forces in military warfare. The United States Navy Seals have elevated themselves to the highest prestige of history throughout the scope of warfare. The way Master Chief Nash always described it was simply like this. “TJ, for us we never thought we were the best of the best. I simply was killing myself every day trying to be as good as Jim at running. But come to find out, Jim was trying to be as good at swimming as Tony, and Tony was trying to be as good at shooting weapons as Chris was. Every single one of us was trying to be not better than the others, but we simply wanted to be as good as them. We had respect for each other’s abilities and wanted to be performing at the same level as the other guy. That is how you build teamwork.”

One must always take pride in their work; it is what gives us the motivation to want to give our best and be our best. Humility is what reminds us of our first chapter. The fact that we ain’t shit, and always have room for improvement. It should keep us grounded in the reality that we are not able to achieve our accomplishments without the team that surrounds us. The place won’t look great unless our janitor is taking pride in their work. The secretary who answers the phone is vital to being your voice to the company when you’re not available. The accountant who keeps the books accurate and straight can give your management teams accurate assets available for projects. All of these things are what promote the environment that our team operates in, but also that our clients, our customers, even our competition relates to who we are as people.

For the vast amount of people who have worked for someone who’s ego arrived in a location before the person ever did; how did you feel working for them? Did you feel they were approachable? Did you feel as if they were willing to listen to you? You as an employee, as a worker, as a follower hate having a boss whose ego, or boastfulness is so high that it goes far beyond their pride. As a leader, you are there to give your expertise and knowledge to your people in order for them to grow, in order for them to make the team better, but if your ego is going to be filled with so much arrogance towards your own accomplishments; you could very well be a one-man shop that will eventually have a toll not just on your team, or business, but also yourself personally. Be humble and ensure you always know that you cannot accomplish anything without the team around you.

Short_PATRIOT SOUTH 2019

Chalk 1 and Chalk 2 loaded on to their respective KC-135 cargo transport aircraft. The 14 members of the 173 Security Forces Squadron members returning home alongside their 142 Security Forces Squadron brothers and sisters in arms, as well as forging a new bond with the 142 CERFP medical staff.

The 2019 Patriot South exercise kicked off in full swing on March 1st when Air National Guard and Army National Guard units all across the nation converged on Georgia for a simulated natural disaster recovery and response exercise.

After three days of classroom instruction and refresher training ranging from National Guard Policy 500-5, Medical Recovery and Response, to Crowd Control, the ORANG SFS and CERFP teams linked with their Georgia State Patrol, (GSP) Officers who acted as their On-Scene Law Enforcement Liaisons for the exercises.

The team was split in to two squads. Squad A and B was then paired with three to four GSP officers, as day one and two of the Patriot South exercises focused on Airfield Security Operations and Urban City Search and Rescue as well as Law Enforcement Mission Support.

The teams having to quickly unify with their GSP Law Enforcement counter parts, found ways around tactical communication differences, personnel utilization and multi-task challenges as each exercise inject was inspired by real world incidents scene across the nation and reported to the ANG Crisis Action Team at NGB headquarters during Domestic Operations and Humanitarian Mission Tasks Security Forces has faced in the past.

Day three culminated in a five staged, final crowd control scenario, where all role playing and responding personnel were utilized. The SFS, CERFP, and GSP put all their training and teamwork to use as smoke grenades, flash bangs, RBM stingball grenades, and FN303 Less-Than-Leathal rounds were utilized to maintain and restore law and order in the exercise scenario.

When the yellow colored smoke had faded away from the city streets and all the gear stowed away, the intermixed Oregon Air Gaurd stood proud when SFS Crisis Action Team Manager stated, “This team is by far the best Crowd Control Team we’ve ever seen at a Patriot South or Pateiot North exercise! They did outstanding, and it is clearly seen how quickly and unified they were with their GSP counterparts, and that is exactly what they will see in real world operations. We couldn’t be more happy to have this team of ANG members attend.”

Hugs, high fives, and contact information exchanged as new friendships emerged from the exercise, the ORANG members fly home with excitement to be returned to their families, but also knowing that they showcased who they are as a team, and what they are capable to bring to the table. When our National calls on us in a moment of crisis, the ORANG is able, willing, and ready, to answer the call and provide the care, comfort, and support needed to repair, restore, and heal communities.

Ldrstc_Chp.26_Network

CHAPTER 26

Network

The concept of networking is something that is taught to many people throughout institutions of higher education and business. The military also teaches this concept because it expands the capabilities of your knowledge base and ability to achieve project efficiency through knowing more people that might be involved in your mission objectives.

The thing that I found irritating to me about the promotion of networking in the military was, “How does networking help you.” The networking principle was pushed with the focus of what it can do for you; this needs to be turned around 180 degrees when taught to you leaders coming up in to leadership positions.

The old school senior enlisted leaders of the military knew exactly what networking was about back in the day. Networking was being able to know more people throughout the military structure that could assist in helping to take care of their people. Your troop is not being paid properly; so you pick up the phone and call the person you have networked with in finance and see if they can help. They look in to the issue and get it fixed. The ability to network amongst different work areas helped everyone when it came down to overall work efficiency of the giant Air Force mission.

The networking model however not only needs to be turned around in terms of using it for the assistance of your troops, but there needs to be a big push of how can you assist the others you network with. I found that the networking between the civilian and military work communities is just as important. Additionally, as I began to make strong networking connections, I found that there truly was a big difference in how the military trains its personnel as compared to civilian work centers. What does this now make me? An analytical advisor to those different network connections, and an observant student to the expertise they had to offer.

The lying foundation to this groundwork is in personal relations. You may make this networking connection with another person in a different department, but the bond of its’ strength is all dependent on you, and how much of a genuine friend you will be to them. A person who cares and is concerned for that individual just as you are to your own troops as well. The best use of networking is not to establish your own personal knowledge bank of connections for personal gain, but that of your positive impact you can have by providing for your people and your networked associates.

Ldrstc_Chp.25_Through the Janitor’s Eyes

CHAPTER 25

Through the janitor’s eyes.

If you work at a company or business and do not know the name of the janitor you’re wrong. You are dead fucking wrong! But why is that? Because people don’t like cleaning up their own shit! In western society we are lazy, dirty, and just as disgusting as any other civilization on the planet, but in our midst are people with enough pride to be willing to clean toilets, take out trash, mop floors, clean windows and mirrors, and very rarely do they ever get any thanks or recognition for it. I would care to say that a vast majority of the time; a good majority of people do not even say good morning, or heaven forbid even spend 5 minutes of their coffee break to simply talk with them and get to know their story.

A janitor works in an environment that is a chemical factory of nasty; spending a vast amount of time in a bathroom, or taking trash out, two of the greatest odor areas we have. They don’t see people at their best, they normally see people in their process of relief and it is at those moments when many people do not have the energy to put their mask on, they don’t pretend to be someone their not, they are open, honest, and vulnerable, and see the people of an organization for who they really are. If you want to know how your people are; ask the janitor what they experience in the company. How are they treated by the staff; who do they feel is someone that is not trust worthy and why.

A janitor also does not have time for games or stupid political bullshit. They’re job is to clean up your fucking shit, make the place look better than it was, and do it all over again. I can honestly tell you that it has been on more than one occasion where I have gone up and asked for the janitors advise on things going on in my life, or even in my work environment. Why is this you might ask? Because I was a janitor at two different churches at two different points in my career. I worked in fast food and other different jobs where a part of my duties were to clean the bathrooms, and additionally upon joining the military and going to basic training, I was put in charge of overseeing the latrine, aka the bathroom.

I know exactly the type of person it takes to perform the job, and when you see a person who takes pride in their work, and is willing enough to fulfill a job of a janitor with that pride, you can be very sure they will give you a straight answer when you need one the most.

So if you are in need of a true story to put your mind in to a different perspective; I give you none other than the story of William Crawford. That is Master Sergeant William Crawford. Mr. Crawford was serving as a janitor at the Air Force Academy when one day a young cadet reading a historical account of a battle in WWII and saw the name William Crawford printed amongst the text. The young cadet then approached the janitor the next time he saw him and asked, “Excuse me sir, but I wanted to ask you about this excerpt from my study guide. Is this in reference to yourself?” The old janitor focused his eyes on the page presented in front of him, and slowly nodded his head. “Yes. Yes, it is. Though I assure you I was a much younger man back then.” In astonishment the young cadet stared back in amazement, “Sir, you were awarded the medal of honor.” “Yes. That is also true.”

William Crawford became the most recognizable person on campus within two days of this discovery. He was greeted by everyone; everyone did their best to clean up after themselves to make sure they didn’t create more of a mess than what was needed.

You never know who your janitor is, unless you get to know who they are; and never doubt the advice and knowledge a janitor can provide you. They are a valuable resource.

Ldrstc_Chp.24_Their Best is Your Best

CHAPTER 24

Their best is your best

I have witnessed to many people who are given a title of leader, who then tell their people what they expect out of them but they themselves are not willing to do it. You as a leader set the pace for your people that you yourself maintains.

The military expects its people to be physically fit, and for a person in a leadership position to force an expectation for their people and then they themselves do not apply a physically fit lifestyle does not bring you and your people closer together.

This is a good example of how a manager and a leader are vastly different. A manager tells people what they need to do and how they need to get tasks done. A leader however does it alongside their people. A leader understands that they have to hold the highest standards upon themselves to ensure they set the tone for their organization. Don’t have double standards for your people.

If you expect your people to give their absolute best, then you sure as better fucking give them YOUR best! Leadership is a privilege; it is something one “hopefully” earns by showing their worth and value and not just given flippantly. You have to remember the title of leader is something that demands your best, not for your own gain, but for those  that follow you. Additionally, you must EARN the position as a leader, rather than demanding from your troops. Receive their best effort by giving them your best effort.

 

LdrOlgy_EXCELLENCE in all WE DO

“A man who has the answer to the problem, and does not share it, is a larger problem than the obstacle currently facing the team.” – TSgt TJ Lombardi

The small room was filled with 62 young men wearing their Battle Dress Uniforms, (BDU’s). They were crammed in to the room, sitting cross-legged on the floor, because there was simply no room for them to fit otherwise. The intense, fearless, and unyielding Training Instructor, SSgt De-Leon Acosta paced the room as she asked the young BMT Flight. “Is perfection obtainable?!” The pause filled the room as everyone was afraid to answer. “Is perfection obtainable?! NO! But it is the pursuit of perfect that you find excellence!” She then followed it up with, “You must give your absolute best… that if at any time… someone comes to inspect your work, there is NO DOUBT… that you gave your best… NO… DOUBT!” The intense shout leaving an impact that would be an anchor for others to rely upon, for what the standard was, and still is to this day.

We should be pursuing excellence… in all we do…. It is not excellence in all “I” do… it is EXCELLENCE in all WE DO! Our passion for pursuit of excellence “should” be contagious. As we push ourselves, we should be pushing all of those around us to push themselves. You see, I… am pursuing excellence, I am pursuing to create the best quality of work, but we… together… as a team… must be pursuing excellence. We must all rely on each other, and we must all be able to come to the circle, and see everyone in our team together and tell one another in pure honest humility, “Yes! I will give us, our team, my absolute best!” And if you cannot truly have the integrity to stand there and tell your entire team that, than you know that you are a weak link.

If you are that weak link… WHAT ARE YOU GOING TO DO ABOUT IT?!?! Are you truly giving your best? Are you truly giving your team… your best? If you don’t know the answer, ask! If you are not sure where to turn to next… say so! Integrity in the form of an action, is to be a self-initiating choice of knowing that the problem will not be solved, unless you yourself take the action to find the solution.

If the team is presented with a problem that effects the progression of the team, and a man who has the answer to the problem, and chooses to not share it with the team, is a larger problem than the obstacle currently facing the team.

We as individuals and as a team must be openly dedicated to the progression of our mission together. For if one falls, we all fall. For it is not just I that needs to give my best, it is all of us that must give our best. Let us be a team that proudly states for all to bear witness, “Excellence in all WE DO!’