Lead with the best version of yourself.

Self-Development Domain

Opportunities and Applications for Executive Coaching in the Army

by BG Brett Funck

It’s likely “coach, teach, and mentor” is a familiar phrase for those in the Army.  However, understanding and differentiating the three items is less familiar. The Army is growing its exposure to executive coaching and learning along the way. The focus of this short article is executive coaching, how it differs from mentoring, and possible risks.

A leader most commonly selects a mentor to provide guidance, advice, support, and insights based on their years of experience. Simply put, the younger leader asking questions of the more seasoned leader. The mentor provides insights and most commonly a path to solution. This is the most common form of mentoring, but not the only way. Mentoring still belongs in the Army; however, leader growth is more significant with a complementary mixture of mentoring and executive coaching. 

The Cornerstone of Our Profession

By Marc Meybaum

As we raise our right hand, our oath is expected to be, and must be, an honest commitment to serve. Honesty is called forth in the very first act of every military service member in our modern volunteer force. It is our first act of spoken truth as we pledge to support and defend the constitution.  

This expectation of honesty nurtures the very trust and confidence that the American people have in military service members. An argument can be made that honesty is the virtue that underpins many others within the context of our military service. Honesty is necessary to embody other virtues vital to military service such as obedience, discipline, courage, integrity and likely others. If trust is the foundation, honesty must be a cornerstone of our profession, and it exists in various forms, in our actions, in our thoughts, as intellectual honesty, and in our words.

Attack the Stigma!: How Leaders can support Mental Health Maintenance

by Mandi Rollinson

What is mental health?

Despite the stigma existing in contemporary culture around the term “mental health,” mental health is not a condition in and of itself. It is a fact of being human. 

The WHO defines mental health as: “a state of well-being in which an individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively, and is able to make a contribution to [their] community.”  If you’re thinking, “Well, what does that mean?”, then you aren’t alone. 

Get To Know Each Other: The Art and Power of Friendship

by Caleb Miller

How well do you know the people you work with? How often, outside of work hours, do you hang out with any of them? Do you know what they consider to be important? Do you know about where they came from before they joined the military? What they fear? What they value above all else?

Could you point out who in your platoon came from a stable home, or is in a healthy marriage, or defines success in a way similar to you?

Do you know what books they read or movies they watch? What shows they are binging?

Or, are you too busy to really think about any of that?

Developing Your Reading Plan

by Jakob Hutter

During a speech in 1957, Dwight Eisenhower made a paradoxical statement about preparation when he told an anecdote about the maps used during military training in Leavenworth. He stated, “plans are worthless, but planning is everything.” 

Just as leaders most likely have plans to conduct training, perform physical fitness, or even meal planning, planning helps you stay focused on what you want to accomplish and achieve.

The One Thing Series: Seeing the Best in People

by Brad Ruttman

It was very difficult to choose the one thing I wish I knew before taking command. After 8 years of operational and strategic level command, there are so many. However, there is one in particular that I never thought that I would say as a military member: to be the best leader you can possibly be, you have to see the best in people first.

For most in the military, we grow up in the tactical realm where we formulate “the way it should be” in our brain. The idea that someday, “when I’m in charge, I’m going to do it right.” After actually taking command, we find out it’s really more complicated than we thought. 

The One Thing Series: Burnout

by Bob Shelton 

I failed … my family, my unit, and my leaders.  

As a teenager, I had a t-shirt that said “Eat, sleep, and go like hell.”  I put a lot of stock in the latter part of that slogan…I believed it.  Twenty-two years of military experience reinforced that I could not only sustain, but push the pace. Regardless, the new job demanded that I do more.  Then, less than six months into a command tour, I hit the wall.

Welcome to burnout. 

The One Thing Series: You Are Not the Point

by Ben Durdle

Our education plants the seed of our perceived exceptionalism, our training waters it, and our experiences prune and bathe it in sunlight. We have signed up to do something extraordinary and believing we are capable and, in many ways, exceptional, is a valuable characteristic to possess. 

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