Lana Heinrich’s Post

As a Marine who has transitioned into the civilian world, I think there are so many priceless lessons to learn in the Military. In this piece, Kathy Miller Perkins dives into what we can learn about leadership from the Army. She highlights how toxic leadership can be harmful in both the Military and the business world. "In the ever-evolving leadership landscape, one thing remains clear: recognizing and tackling toxic leadership is not just a choice but a necessity for the well-being and triumph of individuals and organizations." I can speak from experience—the best leaders in the Marines were passionate, and they held us to a high standard. They weren't 'easy' leaders, and they weren't push-overs, but they recognized our value and provided us with the training we needed to succeed. #Leadership #Marines #MilitaryLeadership

Good day, I wanted to share this award-winning article penned by SAW and SAMS grads with the III MEF G-5 that advocates for collegial leadership. Collegial leadership is a type of collaborative leadership defined by behaviors, communication, and paradigms that may deepen and sustain collaborative processes and forces. It covers many themes such as empathy, the need to be a team player, humility, and the emphasis on people, ideas, and things, in that order. It also points out that as students of our profession, we must be prepared to be knee-deep in the blood of "sacred cows". Whether it's merely a product, or your paradigm, if it doesn't fit the bill, give it a quick death. As officers, we often preach these themes but we must remember to practice them when serving as OPT leads/members, whether we’re operational planners or in staff billets within our occupational specialties. Especially, as the article points out, we “struggle with the leadership challenges of leading peers and subordinates toward a common objective while possessing no meaningful authority over them.” I hope you find it informative/useful.

Not your standard leadership post: I'm the CEO of a company that will in the midterm carry many stakeholders, staff and offices around the world. We're in the infancy stages of our company development and growth. We feel the roots forming from under the seed we planted not too long ago. It's happened very fast, and for that reason we are forced to think strategically about growth. Leaders are not born, they're built. I build product, I build value in my markets, but now I'm tasked with building leaders. We only hire A staff and in order to hire and retain these key members, they require a CEO that leads by example. They themselves want to grow into leaders for their own careers and families. Since 1776 the US Navy has been studying leadership. It's one of the longest recorded issued studies on leadership available. The Navy has 20 year olds (most with no formal education) running around managing 2 billion dollar assets in the open sea. I think this is incredible and worth studying for ourselves. I use my Friday mornings to jump in the sauna, after the gym and learn new skills. This particular podcast had me in chills (even in the sauna) with it's powerful messaging and I couldn't help but share. I hope this is helpful to my network of leaders serve their market and teams accordingly. https://lnkd.in/e8BMcnJn

“If you don’t know where you are going, then how do you plan to get there?” Kim "KC" Campbell, MBA, MA, a retired United States Air Force Academy Colonel, Managing Director of Victory Strategies and the author shares some tips about how to set goals for managers, read on! 🎯 What are your goals for 2024? Share in the comments below.  ✍ Accountability is everything. https://lnkd.in/darc-jyC #MoveFaster #ManagerGoals #ProjectManagement

“ …I Should Have Laughed and Smiled More …” General Robin Rand , USAF-retired - “…The traits desired in leaders, include: - Ability to communicate effectively - Adherence to corporate standards - Humility and treatment of people with dignity and respect There are two ways to learn, Rand opined, and those are: - Personal experience. This is “hard knocks, learning the hard way,” he said - Through the transfer of knowledge, including mentoring, coaching, teaching, learning from others. Rand said his goal was to share the latter in lessons drawn from his career. Some of those lessons include: - “I’d Have Been More Thick-Skinned … “ - “I Should Have Led More Boldly …” - “I Should Have Emphasized More Our Organizational Core Values …” - “And Done More To Ensure Our People “Fit In” And Felt Like They “Belonged” …” - “I Should Have Been a Better Wingman…” - “I Should Have Accepted Feedback Better. Our Subordinates Have Our Back…” - “I’d Have Been more Vulnerable…” - “I Should Have Communicated Better…I Should Have Listened More…” - “I Should Have Laughed and Smiled More …” - “I’d Have Been More Mindful of ‘My Way’…” - “I Should Have Always Remembered What’s Most Important…” …“So many of you are busy people,” Rand told his audience. “You carry the burden of your organization and the people you serve with. One of the areas where I fell short was in keeping the right work/life balance. Organizations will suck the life out of your marrow, if you allow it, so you have to be the ones who turn the meter on or off. Your family deserves this, and your organization will be better for it if your life is properly balanced. - Would Do It Again Despite all the challenges and time away from his family, Rand said, “I still have my uniform hanging in the closet and if they called me back, I’d do it all over again. I’d just try to do it better. I’ll close as I started, thank you leaders and stay great.” … “

The military stands as one of the foremost arenas where leadership is undeniably crucial. "Extreme Ownership," by former Navy SEALs Jocko Willink and Leif Babin, delves into this pinnacle of leadership. Jocko's approach has consistently resonated with me, given its emphasis on responsible leadership. This summary provides some food for though on the very principles that have driven SEAL teams to unprecedented success. #Leadership #ExtremeOwnership #SuccessPrinciples

Banishing doubt is the cornerstone of effective persuasive leadership. By harnessing the power of the law of expectancy, we can prime our team(s) to expect positive outcomes and believe in the potential of our message. The law of expectancy states that people tend to produce the results they expect. By instilling a sense of confidence and anticipation in the minds of those who trust us, we can guide them toward the desired action and belief. When doubt is replaced with an expectation of success, we are more likely to be receptive to the message and take the desired action. This law is a powerful tool in the leadership arsenal, allowing us to mold the beliefs and behaviors of our team in a profound and impactful way. “If you’re afraid of failing you won’t get very far.” – Steve Jobs Consider self-growth as important as helping others. Visit my website and sign up for one of my complimentary events: https://buff.ly/3YmIGrW For my military family -- Our April monthly (April 3rd-Wed-1pm to 2pm) Leadership Military Conversation https://buff.ly/3TOa29z

Leadership drives results.

An unstated Marine Corps cultural belief is that staff jobs present limited opportunities to develop and demonstrate leadership qualities. Anyone who has ever actually done staff time knows this to be false. Staff time also requires leadership, you just can’t rely on your billet or the rank on your collar to get things done. Staff time is a different kind of challenge, because you must exercise influence without authority (check out John P. Kotter for more on this) relationships are everything! Staff officers must balance their ability to accomplish their mission, against their peers’ requirements from their own sections (OPT 101). My friend Brian Kerg; U.S. Army School of Advanced Military Studies (SAMS) classmate Christopher Denzel; United States Naval Academy company-mate Dennis Dunbar; and their co-author Cory Frederick adeptly outline this challenge. They also effectively highlight some terrific tools to set people up for success in their endeavor to exercise “collegial leadership”. I loved this article. Please take ten minutes out of your day to read their well-written and award winning work!

I had the honor of conducting a leadership development workshop for the Lower Allen Police Department in Central Pennsylvania this Wednesday. The department places a high value on training its officers, focusing not only on the essential hard skills required by a police officer but also on the cultivation of leadership abilities. We explored the idea that transformative change within a team starts with each individual's commitment to personal growth. A team cannot evolve if members believe change should come from others. We examined the essence of leadership and I introduced a framework for the officers to assess their own leadership styles. In the latter part of the day, they engaged in a DISC workshop utilizing The Maxwell DISC Method, followed by John Maxwell's training on making connections with people. The premise of this session was the necessity of self-awareness—understanding our patterns, strengths, limitations, and motivators—before attempting to forge connections with others. It's crucial to grasp the elements of connection and to practice these principles to communicate effectively, lead our teams successfully, and be exemplary teammates. Should you or your organization wish to develop, to refine your leadership skills, and forge deeper connections to ensure success in any endeavor while enhancing your team's well-being, I invite you to connect with me. Visit us at https://lnkd.in/gdacNaQq Ben Hunter Eric Albright #leadership #leadershipdevelopment #leadershipcoaching #RLL