Mike McGinley’s Post

Where’s the #innovation for talent management? “The 2022 U.S. National Defense Strategy states that “people execute the strategy” and will be critical in great-power competition or a future conflict. Senior U.S. defense leaders tout that people are the U.S. military’s “greatest strength” and that the department is in a global war for talent. Yet no major program focuses on innovation and investment in talent management on par with the innovation and investment seen in countless other tangible systems.”

Interesting read from War on the Rocks regarding talent management in the DoD…I’d say most of my Air Force friends can recall at least one scenario where “the Air Force’s needs” trumped proper talent management. I agree that talent agility not only enables the mission, but creates buy-in and retention when we let our Airmen (and other service members) shine in areas they’re skilled and confident. Glad to read about the senior leaders getting after this problem set and pursuring positive change! #Modernization

🔍 Day 2 of my #WEST2024 series: A panel discussion that was nothing short of enlightening! 🌐🔧 Moderated by VADM Peter Daly, USN (Ret.), the panel brought together top Navy and Marine Corps leaders to address "What Changes are Community Leaders Making to Meet Global Security Demands?" 🌍✨ Panel insights: - RDML Brad Andros and VADM Dan “Undra” Cheever discussed innovation in operations and learning from the Red Sea. 🚢 - LtGen Karsten Heckl highlighted the importance of maritime mobility and logistics in contested regions. 💼 - VADM Brendan Mclane emphasized leveraging new tech and industry partnerships. 🤝 - Ms. Liz Nashold focused on the crucial role of training and the use of innovative methods like LVCT. 📚 - RADM Keith B. Davids spoke on the existential need for joint force effectiveness and how partnerships with industry are vital for scaling innovations. 🌟 Key themes: - The balance between immediate readiness and long-term planning. ⚖️ - The critical role of industry in developing cost-effective military solutions. 💡 - The panelists’ unified approach to adapting and innovating in the face of global challenges. 🌟 For more detailed insights from each panelist and the lively Q&A that followed, click here: https://lnkd.in/e4hQgwqE Stay tuned as we continue to break down the biggest takeaways from WEST 2024! 📅👀 #MilitaryLeadership #GlobalSecurity #Innovation #NavalReadiness #WESTConference

"Military leadership in the 21st century poses a multifaceted challenge that demands a nuanced grasp of the dynamic global, societal, and technological landscape. Leaders must adeptly tailor their strategies and leadership approaches to navigate this intricate terrain while unwaveringly upholding the foundational principles of professionalism, ethics, and national security. By boldly confronting these challenges and cultivating the growth of adaptable, well-rounded leaders, armed forces can continue to meet the evolving demands of our ever-changing world." writes Lt Gen Ashok Bhim Shivane,PVSM,AVSM,VSM(Retd) for the Centre for Joint Warfare Studies (CENJOWS) Read Article here: https://lnkd.in/dP_f7H9W #military #indianarmedforces #leadership #complexities #warfare #cenjows

There is a famous quote from Steve Jobs who said, "It's better to be a pirate than to join the Navy." Having two Navy veterans on our leadership team, this is a powerful message. Now, did Steve Jobs recommend plundering gold? Not exactly. What he meant was that it's easier and faster to innovate without the bureaucracy and red tape of a very large company. At Integral Analytics, we've seen this exact scenario play out repeatedly - in a good way. Some companies have their own Innovation groups who run semi-independently. Other companies have their own Monitoring and Diagnostics departments who also run semi-independently. In both scenarios, feedback was overwhelmingly positive. Additionally, they both exhibited best practices that have been included in M&D Best Practices reports. So remember, when it comes to innovation, be sure to have the support and the atmosphere needed to innovate. For more information, visit our home page today.

"The Air Force’s growing mindset might be called a “participatory culture”—one that relies on others to identify, offer, and pursue solutions to vexing operational problems." "This approach encourages airmen to await direction from outside the Air Force, and discourages the taking of reasonable risk. More specifically, in a peer-on-peer fight, operators understand their role to be predominantly one of participation. Due to improving adversary defenses, operators expect to employ weapons, but not in pursuit of air superiority." " They believe that general officers have assumed some fights are unwinnable via traditional theories of victory, so the best the USAF can do is participate in operations, rather than train to defeat an adversary. Years of emphasis on pacing threats may have disillusioned operators accustomed to enabling joint forces, not leading them." "Finally, a robust organizational culture requires a shared history. However, conversations at the unit level and in professional military classrooms highlight a profound lack of knowledge, much less critical understanding, of Air Force history." https://lnkd.in/eFHcg2Gk

360 Speakers UK | Military Leadership: Lessons from the Front Line - High Performance. A brilliant talk hosted by Founder Tracey Duke, the session took a deep dive into the synergies between military precision and corporate leadership. The stories shared, the wealth of wisdom and just the level headed'ness' were immensely powerful. Thank you. My question: With the world being a dynamic environment and where change is constant, what would you say is your key nugget that has passed the test of time & remains constant? Mike Bates | Counter Terrorism: "Authenticity". Trust, is the glue within teams and is a cornerstone of high performance. Loved the "Wall of Evidence" ... building incrementally brick by brick, minute by minute. That's what got Mike through his SOLO 46 days 6 hours 10 minutes, 3000+ miles journey from the Canary Islands across the Atlantic to Antigua. Tom Petch | SAS Commander: "Humility". People overestimate what they can achieve in a short duration of time and underestimate what they can achieve over a longer duration of time ... Resilience. Helen Seymour | RAF Fast Jet Pilot & First Female EuroTyphoon Pilot: "Composure". Normalise pressure, embrace failure & criticism ... pride is a hindrance. Balance decisive action with empathy, you won't always get it right and that's okay. Be accepting of that fact. Interestingly, Helen said the post mission debrief is the most important phase "Share your tape". It's the truest form of Altruistic learning.

Navy’s newer (GRGB) leadership standards prioritize TRANSPARENCY. Doing so enables us to be unemotional and honest in our assessment of both what’s going well, and what’s not (EMBRACE THE RED). There is not a better example of transparency than Navy’s annual release of our Health of the Force report. I’ll highlight some specific items over the coming weeks… and am sure the press might come to do the same. (Making positive, measurable change in such a big organization is big, nasty, and hard… but so very worthwhile) https://lnkd.in/ekWtrdSi

In times of pressing change such as GPC, I believe it's critical for organizations to focus on a "Airmen Centered" principles that can provide a compass for navigating uncertainty and complexity. By putting people at the center of the change development, decision, and implementation processes, organizations can build resilience, foster innovation, and create a culture of adaptability that thrives in challenging times. I see change as an opportunity for growth and transformation. If leaders demonstrate empathy, act on collaboration, and show a relentless focus on our Airmen needs and experiences, everything is possible. #ChangeManagement #peoplefirstculture #Resilience #Innovation https://lnkd.in/emHwSyPz

THE 5 FACTORS THAT IMPACT TENSION BY JOHN C. MAXWELL 1. Empowerment: How much authority and responsibility does the person above you give you and how clear are the lines? Captain D. Micheal Abrashoff tells his story of empowerment as a Leader in his book "It's Your Ship". Captain D. Michael Abrashoff took command of the USS Benfold-One of the first ships fitted with the Aegis Ballistic Missile Defense System and during the 2010 Stellar Daggers exercise was the first ship to simultaneously engage a ballistic missile and a cruise missile. He knew it was impossible for one person to make all decisions thus he needed to train his subordinates to think and make decisions independently: Empowerment. He empowered his crew by defining the limits of the independence and allowing them make decisions and standing by them. Even if the decisions don't turn out well, he knew that they would learn and be better for it. Now, the above is not the reality as the majority of employees experience micromanagement thus increasing the tension challenge experienced. How do you navigate the empowerment level of your organisation? The answer is summarily by learning and testing. -Learning from historical records how the management treat employees who have initiative. -Testing the limits by suggesting to Leaders on initiative and guaging their reactions. Doing these would give a fair idea of how much empowement the leadership of your company gives you. In my next step, I would talk about the second factor that contributes to Tension Challenge experienced when you attempt to be a 360° Leader #Leadership #Personaldevelopment #Africa