MIT Sloan School of Management Admissions’ Post

I read someplace the no.1 reason TOC implementations fail is leadership and managerial commitment. It’s also the no.1 reason they succeed, and the outcomes achieved by USAF and Tesseract, so capably lead by Major General Linda Hurry, are testament to the magic recipe that is motivated teams with strong servant leadership.

Reflecting on my over 13 years of service across two branches, I find myself drawing parallels between the invaluable lessons learned in the military and their seamless applicability in the corporate world and beyond. The Marine Corps, in particular, instilled in me the ethos of unwavering determination, a philosophy succinctly captured in the very first message I received from the Marine Corps Commandant upon commissioning in 2016: "Marines, We Have To Win." This resonates profoundly in all aspects of life. It’s not merely about winning in the traditional sense, but rather about embodying the spirit of resilience, adaptability, and a relentless pursuit of excellence. The military honed my ability to thrive under pressure, solve problems efficiently, and work cohesively within a team to achieve a common goal. These attributes directly translate to the corporate landscape. The high-stakes environments in which we operated in the military parallel today's business world's dynamic and fast-paced nature. Winning, much like being a Marine, is a mindset first. It may take time and tremendous effort to cultivate, but once acquired, it will pay dividends in one’s professional life and beyond. In the most practical sense and at its lowest form, winning can be the difference between saying “I don’t know” and “I’ll find out”. It’s taking the time to understand your organization’s goals and core values, and allowing them to guide your every move while on the payroll without compromising your own moral or ethical standards. It’s about “winning friends and influencing people” by being genuine, dependable, compassionate, and caring because people will always be our greatest asset. Lastly, winning isn't just about conquering; it's about continuously pushing the boundaries of what's achievable. The commitment to discipline, adaptability, and the relentless pursuit of success ingrained in me during my service are my guiding beacons as I transition into new professional ventures. I am eager to apply these qualities to drive innovation, foster teamwork, and ultimately, achieve success in the corporate arena and beyond. Let's carry forward the spirit of "Marines, We Have To Win" and strive for greatness in all our endeavors. Happy Veteran’s Day, Happy Birthday, Marines! Semper Fi! #marines #veterans #veteransday #marinecorpsbirthday #USMC #WeHaveToWin #mindset https://lnkd.in/g_KXmGNm

This post is garbage. There is NO ONE promoting unqualified individuals over “Qualified” rated air crews, neither putting public safety nor combat readiness at risk. There is nothing wrong with opening up the pool from where aviation cadets are selected to create a force that looks like America. Those aviation cadets are untrained, unskilled and ready to be taught or washed out for a lack of performance. So take your specious argument and faux culture issue back to garbage pile from which it was unearthed. It’s despicable that during this modern age with all the technology and access to primary sources of information at one’s fingertips, there is an over abundance of misinformation and media platforms that spew such trash. Signed a former USAF Aviator that believes in Inclusion, Diversity, Equity and Access - it is a documented fact these programs build strong, competitive and capable teams.

Little life update: Two months ago, I was approached by a group of individuals in dress blue uniforms who were recruiting for a national organization called Arnold Air Society, or "Arnie," which I (and likely you as well) had never heard of before. The members went on and on about all the unique professional, honorary, and public service opportunities that the organization provides, as well as the opportunity to attend regional & national conventions to network with lauded Air Force and Space Force personnel. What the members did NOT explicitly mention, however, was the eight-week pledge process required for entry. Sparing the fine details, the pledge season I and my peers underwent was, in one word, military. The last several weeks have constituted one of the most physically, academically, mentally, and emotionally demanding periods of my life. However, I can already say that this has also been one of the most rewarding experiences I have ever undergone and an incredible kickstart to my time in college. With the daily challenges that Arnie brought came an ever-growing will to overcome, and the lasting lessons of motivation, discipline, and teamwork. Clemson University's AAS chapter, the Major Rudolf Anderson Jr. Squadron, is named in honor of the Clemson '48 alumnus who was the sole casualty of the Cuban Missile Crisis. It is an honor and a privilege to claim membership to an organization bearing his name. #discipline #teamwork #confidence #humility #equality #courage #respect #responsibility #perseverance #honor #pride #espiritdecorps #leadership #integrity #success #loyalty #life #duty

Alma Cooper pursues goals with tenacity. She is kind and generous never letting anyone down. Yet she is competitive and strives to be her best at everything she signs up for. Here is some of her work. Her paper: https://lnkd.in/eVAVnH3d Her contribution to the Wikipedia page on the mean value theorem as her final from real analysis is the example showing why conditions are important to satisfy in the hypothesis under cases where the mean value theorem cannot be applied: https://lnkd.in/e8dD8-Pw

At Moxe, we value the unique perspectives and lessons learned from employees who have served in the military. Meet Matt Muncey, our Director of Product Management, and Chris Bulkley, our Director of Customer Success. 💼 One major factor that drew them to Moxe? The company's unwavering focus on mission. ⏭️ "The mentality in the military and at Moxe is: you work through obstacles together, with the resources at your disposal, and execute," says Bulkley. 🌟 Muncey adds, "Everyone at Moxe is focused on getting administrative waste out of healthcare and putting the dollars where they matter, into patient care." 🏢 Muncey and Bulkley believe that much of what the military teaches is directly applicable to the civilian sector. 🎯 "All the experience gained in leadership is transferable. Both military and civilian work demand a clear understanding of the mission, individual roles, and necessary resources," says Muncey. 👇🌐 Learn more about their journey: https://hubs.li/Q028mmPL0 #MilitaryVeterans #WorkforcePerspective #MissionFocused #VeteranTransition #LeadershipSkills

THE LIGHTHOUSE & THE CAPTAIN It was a dark and stormy night. Crewmember: “Captain, Captain, wake up.” Captain: “Well?” Crewmember: “Sorry to wake you, sir, but we have a serious problem.” Captain: “Well what is it?” Crewmember: “There’s a ship in our sea lane about twenty miles away, and they refuse to move.” Captain: “What do you mean they refuse to move? Just tell them to move.” Crewmember: “Sir, we have told them; they will not move.” Captain: “I’ll tell them.” The signal goes out: “Move starboard 20 degrees.” The signal returns: “Move starboard yourself 20 degrees.” Captain: “I can’t believe this. Well, I mean I’m a captain. Let them know who I am. I’m important.” Signal goes out: “This is Captain Horatio Hornblower XXVI, commanding you to move starboard 20 degrees at once.” Signal returns: “This is Seaman Carl Jones II, commanding you to move starboard 20 degrees at once.” Captain: “What arrogance? I mean, what presumption? Here is a seaman commanding me, a captain.                      We could just blow them right out of the water. We could just let them know who we are. Signal: “This is the Mighty Missouri, flag ship of the 7th fleet.” The signal returns: “This is the lighthouse.” That’s a true story. It’s found in the Naval Proceedings Magazine For you: 1. Do you remember a situation in your life where you found yourself in the “captain’s role,” demanding that someone else must change course? 2. Do you remember a situation in your life where you found yourself in the “lighthouse role,” knowing you couldn’t change course even if you wanted to? ''When a situation does not improve rapidly, it is often because our starting analysis is not correct.'' #management #leadership #analysis #mentality #logisticssolutions #supplychain #lighthouse #navy

I was passed over for promotion to Lieutenant Colonel this year. I thought I would crush the competition. I am working on my 10th collegiate degree. War veteran. Military education qualified (I even graduated from the NIU MSSI as a Captain, while pulling double-duty with my Reserve unit). Leadership and broadening roles. Oversaw and directly supported the creation of products that my current organization uses throughout its ranks. Nothing adverse (it goes without saying). And yet, I didn't make it. It hurts. It stings. Sadly, this is something I am all-too-familiar with. And just like each time this happens, I get back up, think about where things went wrong, and immediately get to work on getting to the desired end-state. I know I can do it, even when times like this makes me feel otherwise. So friends, I ask you: what do you do when things don't go your way? Do you quietly accept it? Do you catastrophize? Or do you use it as fuel to redouble your efforts and find innovative new solutions to tackle the problem? Remember, whenever you feel defeated, work to get RID of it, by being (1) Resilient; (2) Innovative; and (3) Determined. You *will* achieve your goal.