Lead with the best version of yourself.

Ep 114: Annie Duke- Thinking In Bets

Former World Series of Poker Champion and best-selling author, Annie Duke, joins Joe to share her journey from studying cognitive science to becoming a poker legend, and how this experience led her to explore the cognitive underpinnings of decision-making in everyday life.

Joe and Annie explore the fundamental concepts from her book, Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Facts, and discuss how treating life’s decisions as bets can significantly improve how we navigate uncertainty. Some of the topics they discuss include:

  • The two factors that determine the quality of your life
  • Using poker strategies for making decisions
  • Separating outcome quality from decision quality
  • How our self-narrative affects reflection and learning
  • The benefits of mental time travel
  • …and much more

Identifying Bias in Your Workplace? Read Kim Scott’s Just Work

by Aidan Looney

As a West Point Cadet, I often hear that the academy is a leadership laboratory. Cadets are given the space and opportunities to experiment in leadership and learn how they want to lead before going out to the operational Army. 

In this leadership laboratory, I had several formative experiences both as a trainee and a trainer in West Point’s version of basic training. Afterwards, a mentor recommended I read Kim Scott’s Just Work: Get Shit Done Fast and Fair. Reading this book helped me organize my thoughts on building a cohesive and effective team. From it I learned a great deal about creating more equitable work environments by working to eliminate bias, prejudice, and bullying in the units I lead at West Point. 

In Just Work, Scott provides a practical guide on how to create a more just working environment through identifying workplace harm, taking personal responsibility to address it, and understanding what happens to the workplace culture when harm is left unaddressed. While her book is directed toward the corporate setting, it is still very applicable in all leadership settings, especially in the military. 

When Ego Leads

by Meaghan Parchert

“Leadership in a democratic Army means firmness, not harshness; understanding, not weakness; justice, not license; humaneness, not intolerance; generosity, not selfishness; pride, not egotism.” – GEN Omar Bradley

Objectively, I had a successful career in the Army. However, I let my ego get the best of me, and, ultimately, it was responsible for my greatest failure. Because of my ego, I am medically retiring at 34 years old—permanently disabled after 11 years of service.  

I write this reflection as I transition to a career in public education, hoping that my unfortunate experience can motivate some introspection or reflection for those continuing their service. I hope that my failure can be your lesson.  

The line between ego and pride is razor thin. When I started, I was twenty-three, a new Second Lieutenant in my first unit of assignment at Fort Hood. As one of three females in the organization, I felt immense pressure to prove I deserved to be there. I was eager to emulate all the behaviors and attitudes of “successful” and “respected” senior Officers and NCOs: show up early, leave late, be ever-present, run fast, be thin, never apologize, never be on profile, have no personal issues, and, when you think you have nothing left to give the Army, give a little more. I thought I had it figured out. At the time, I had perceived these traits as self-respect, but that really wasn’t what I was feeling. This wasn’t professional pride. It wasn’t true selfless service or duty—this was ego. 

Ep 113: Colin Stevens- Make Your Mark!

Colin Stevens, author of  Make Your Mark: Lessons from Legends for a Life of Fulfillment and Impact,  joins the show to share his inspiring story of chasing a dream that didn’t pan out the way he thought it would and the lessons he’s learned along the way.  Joe and Colin talk about the following topics:

  • The importance of self-belief for achieving success
  •  Why we should study  the  “full game” over the “highlight reel”.
  •  Leadership through transparency and owning mistakes.
  • The impact of social media on young athletes’ mental health.
  • How to develop resilient kids
  • The role of fear and failure in pursuing passions.
  • The power of being true to oneself.

A Text to Garcia: Business Rules for Work Texting

by Joon Lee

“We do NOT use Signal as our primary means of communication!” my fellow staff officer exclaimed. I sympathized—in our years of service, we’ve embraced the tenet that “we train like we fight,” that we must exercise our tactical systems even in the mundane non-tactical operations. However, at the pace, depth and breadth of our current task, with initiative required at so many lower levels, I knew that he was wrong. We had to adapt or we would not be able to keep up. 

A strict adherence to this tenet felt trite in the complex and rapidly evolving situation. While on the advance team visit in a foreign country, I saw a problem coming. With our Battalion already on the way and the rest of the Division soon to arrive, unstructured and mass text messaging through personal devices had become the primary means of communication.

Though we anticipate restrictions of our personal devices in future conflicts, the digital language that we construct, train, and enforce now will be critical. Developing standards of clarity in digital language is vital and will carry over to tactical systems. No matter the system or medium, language and clarity still matter.

“Leading Up” as a Company Grade Officer

by Mike Martino

“Someone got Sir off topic again…” Forty of us, students at the Infantry Basic Officer Leader Course (IBOLC), were huddled into a corner of Building 466A listening to our platoon tactical trainer. We were supposed to be discussing engagement area development through the lens of Musicians of Mars, a popular vignette published by the Center for Army Lessons Learned. However, a question from a lieutenant had sent our instructor off-topic. This accidental detour led to a conversation that forever shaped my view of leadership and influenced my conduct as an Army officer.

Replying to an inquiry on how a platoon leader could be responsible for so much, Captain Keith Hannah answered simply, “You’re a company officer first.” He explained that though a platoon leader should be concerned with the performance of the platoon, the platoon will not succeed if the company isn’t running smoothly. The additional duties, needs of the command, and company systems have to be fulfilled first. He warned us to not neglect these duties, to be prepared to work in a capacity larger than just the platoon leader, and to perform these duties regardless of their impact to our individual platoons or our own personal gain.

I took his words to heart. This was my introduction to leading up, a concept of influence beyond one’s boundaries, duties, or scope. It’s an idea comparable to “extending influence beyond the chain of command” identified in the Army Leader Requirements Model of ADP 6-22. However, it shouldn’t be simply construed as “solving higher’s problems” or “pleasing the boss.” Leading up is much broader. It’s an approach affected through communication, competence, commitment, and character that yields organizational success in all directions, not just upward. This is how one leads up.

To Captains in the Marketplace: Consider Recruiting Command

by Ben Potter

Are you an Army Captain whose AIM marketplace is open? If so, you may see Company Command positions within the U.S. Army Recruiting Command (“USAREC”). These positions are a phenomenal broadening opportunity, and you should consider taking them. 

Before accepting my current job with USAREC, I was key development (“KD”) complete, having commanded both a tank and headquarters company. A third command was the last job I wanted. Yet, after a year in the seat, this job has proven to be truly rewarding. This article will explore what USAREC is, what a command in USAREC entails, and provide perspective as you determine whether this could be a job for you.

7 Years’ Time: A Sexual Assault Survivor’s Story

(David McNew/Getty)

Editor’s Note: Today is Denim Day, an annual campaign observed worldwide to highlight misconceptions surrounding sexual violence. It began twenty-plus years ago, after the Italian Supreme Court justices ruled that a rape victim’s tight jeans were evidence of her consenting to the sex. The following day, women in the Italian Parliament came to work wearing jeans in solidarity with the victim.

The story below was submitted anonymously. Unlike standard military briefings on sexual assault capturing statistics and legalities, this story captures the victim’s perspective. We publish this piece on Denim Day in honor of those suffering silently. It may contain content unsuitable for some readers. 

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It takes 7 years for all the cells in your body to completely regenerate.  In 570 days he will have never touched this body of mine. 

The craziest thing about being raped is time continues onward. You make new friends, get married, and even contemplate having children. Eventually you wonder, would it be safe for my child to join the Army? 

Am I safe?