Pennington Partners & Co.’s Post

Are you interested in sharpening your mind, progressing as a leader or building high performing teams?   Please join our Director of Health & Wellness, Jill Sheppard Davenport, on Wednesday, July 17, 12-1pm ET for a truly special conversation with Rich Diviney, the retired Navy SEAL commander who was responsible for training elite SEAL teams to handle the nation’s most critical missions. Since retiring from the Navy, Rich has worked with thousands of business, athletic, and military leaders to consult on leadership, assessment & selection, and optimal performance.    We’ll cover: * The qualities of high performing teams and how to build them effectively. * Why highly skilled, motivated employees can fail to meet expectations and how to turn that around. * What went into creating the first ever “Mind Gym,” to help Navy SEALs train their minds to perform faster, longer, and better – and how those skills are applicable to everyone. * Steps for sharpening your mind and progressing as a leader. Because we are so impressed by Rich's work, we’re also sharing his book, The Attributes: 25 Hidden Drivers of Optimal Performance, with those who attend live. Wednesday, July 17, 12-1pm ET! Here’s the link to register. Can't attend live and would like the recording? Simply select "Register to Join Us" to input your info and receive the recording. https://lnkd.in/eT9jcT8B

https://lnkd.in/gXaU8iwF Evaluations have been a part of life for centuries. An After Action Review (AAR) is an evaluation that enables work teams to learn from their activities. An AAR provides a structure that many people find especially helpful. The model started with the U.S. Army and gradually spread to businesses around the world. The AAR process typically involves gathering key stakeholders who were involved in the activity, including leaders, team members, and other relevant participants. The review focuses on both positive aspects and areas for improvement. Learn how to conduct an AAR and make yourself a more valuable leader.

Learn how incorporating love into leadership can build more resilient and engaged teams, inspired by the journey of Army Colonel Joe Ricciardi.

Military vs. Civilian Leadership: In the military, things are very rigid and very cut and dry. Of the various styles of leadership, a directive is more appropriate in a military concept because of the danger to life or property. Transitioning into the private sector, that is not necessarily the case. Another difference between military and civilian leadership is that in traditional business, you have to understand the background of each individual before you apply the principles of leadership. In the military, there is a very specific style that everyone is expected to uphold, and there is less flexibility in that way. Another difference has to do with return on investment, or ROI. In the private sector, the return on investment is the mission. In the military, the mission has various different potential outcomes. While there are several differences, there are also a lot of similarities between military leadership and civilian leadership, such as having a clearly defined mission and mitigating risk. Leading Diversity: One of the challenges that everyone faces in leadership today is navigating diversity. The workforce today is the most diverse that it’s ever been. You have very different types of people that come from different backgrounds in terms of generation, disabled or abled status, veteran status, race, religion, personal creed, etc. It can be a challenge to lead a group that diverse with all of the various needs, but it’s something that any leader must take into consideration in order to lead properly. Leaders must position themselves with strength of mind. Leaders can benefit from the diverse backgrounds of their staff, but to do so, they must acknowledge, appreciate, and utilize each individual’s unique background to their fullest potential. The Importance of a Mission Statement: It’s so important for employees to understand the mission statement of the company that they work for. The vision is how the mission statement comes to fruition, and excellence is the motto that is associated with that. It’s crucial that employees understand the mission, because then they can better contribute to it and help improve the quality of the product or service. If they don’t understand the objective, they can’t create ideas and suggestions for solutions. Employee ideas can be some of the most important and vital for creating growth within an organization, but not all ideas are good ideas. Viable ideas must improve the bottom line, enhance the customer experience, and enhance the employee experience. If an employee doesn’t understand the mission statement, it will be difficult for them to suggest ideas that meet those three qualifications.

What I Learned from George Patton about Team Leadership George Patton was one of the most successful and controversial military leaders in World War II. He led his troops to victory in many battles against the Nazis, using his bold and innovative tactics. He was also known for his charismatic and fiery personality, which inspired and challenged his soldiers. Here are some of the lessons I learned from him about team leadership: Be decisive and courageous. Patton once said, “A good solution applied with vigor now is better than a perfect solution ten minutes later.” He was not afraid to make tough decisions and act on them quickly, even in the face of uncertainty and risk. He also encouraged his team members to be brave and confident, and to overcome their fears. Communicate the vision and the mission. Patton made sure that everyone on his team understood the purpose, objectives, and expectations of the mission. He also communicated frequently and clearly, using different channels and methods to suit the situation. He repeated, clarified, and confirmed key messages, especially during times of change or uncertainty. Empower and delegate. Patton did not try to do everything himself. He delegated tasks, empowered subordinates, and encouraged collaboration. He also recognized and appreciated the contributions of each team member. He leveraged the expertise and experience of his team members, and sought their input and advice. Learn from the past, but adapt to the present. Patton was a student of history and military strategy. He studied how others in the past had coped with the unforeseeable and the unpredictable. He also had a vision for the future and anticipated the challenges and opportunities ahead. He was flexible and agile, and could adjust his plans and strategies according to the changing environment and circumstances. By following these principles, Patton led his team like a military leader, and achieved outstanding results.  #teamleadership

Military to Civilian Leadership  As a leader, I believe in leading by example. This means being transparent, accountable, and always willing to listen and learn. The transition from military to civilian leadership comes with its own set of challenges, but it also brings a wealth of opportunities to apply the lessons learned in High-Pressure Environments to the business world. The skills and principles I developed in the Special Forces such as discipline, strategic planning, and teamwork are invaluable assets in my new role. In the Special Forces , every mission requires precise coordination, adaptability, and a clear vision, all of which are crucial for success in the business world as well. One of the key lessons from my time in the Navy Special Forces is the importance of resilience. In both Military and Business settings, setbacks are inevitable. What matters is how we respond to these challenges. Of course, we often find individuals without ethics or morals in other organizations, but we have the ability to overcome them by not lowering ourselves to their level. I am committed to fostering a culture of resilience within our organization, encouraging my team to view obstacles as opportunities for growth and innovation. L.L.T.B.- long live the brotherhood 🔱 ⚓

Trust, Vulnerability and Humility 💗 At the core of organizational health, at the foundation of just about everything having to do with the principles in just about every book I’ve written, is the concept of trust. Without it, a leadership team can’t become cohesive. And without that, an organization can’t become healthy, and can’t come anywhere close to reaching its potential. Of course, the key to building trust on a team is vulnerability. If leaders, and ultimately their team members, cannot be genuinely vulnerable with one another, if they cannot be uncomfortably honest about their strengths, weaknesses, mistakes, needs for help, they will not develop trust. That’s what makes trust so rare. Of course, the key to being vulnerable is humility. People who cannot come to terms with the truth about themselves—and truth is the essence of humility—will not be comfortable with vulnerability. Beneath organizational health, beneath teamwork, beneath almost all enduring, great endeavors, is genuine humility. It is and has always been the most attractive of human virtues, and it guards the gate of the greatest human frailty: pride. So, whether you’re a CEO trying to become a better leader, a mid-level manager hoping to advance in your career, a new employee wanting to establish yourself in the company you’ve just joined, or even a student plotting the future of your career, start by making yourself as humble as you can be. It is the quiet secret to lasting success. - Patrick Lencioni

Are leadership traits trendy? A retired Navy SEAL officer says these are the five characteristics leaders need to succeed in 2024.

From the Savvy Rooster: Are you a counterproductive person?   Most people labeled as counterproductive leaders (AKA: toxic leaders) rarely see themselves as such. They think they are motivating their subordinates, or those complaining are whiny babies. To overgeneralize the definition, counterproductive brings the opposite effect from the desired outcome.   The United States Army defines counterproductive behavior as “distorting information, refusing to listen to subordinates, abusing authority, retaliating, blaming others, poor self-control (loses temper), withholding encouragement, dishonesty, unfairness, unjustness, showing little or no respect, talking down to others, behaving erratically, and taking credit for others’ work.”            -Army Regulation 600-100 (Army Profession and Leadership Policy), Paragraph 1-11.d.   Do yourself a favor, and look at how you talk to people from subordinates to the barista who spelled your name wrong. Is your behavior motivating them, or is it doing the opposite? Do you talk down to others, or do you treat people with respect, even if they are subordinates?   Take a long look. You may be surprised to find that your behavior may be perceived as counterproductive.

According to Indeed, #ACCOUNTABILITY is the #1 quality of an effective leader. #Leadership is more than a title or reward for dutifully towing-the-line, it is a suite of virtues and qualities. Who embodies "the buck stops here" attitude in DoD acquisition for R&D and delivering new capabilities? Who is an example of outstanding leadership? Which acquisition leader is energizing workforce aspirations and translating this into tangible results? Office of the Under Secretary of Defense for Acquisition & Sustainment Office of the Assistant Secretary of Defense for Acquisition