How do you help a new member of your command, group, or section to understand the culture of your organization?

COL Mikel J. Burroughs — Tue, 19 Apr 2016 12:23:26 -0400

What does your organization do to set the right climate and culture for a new service member or employee?

How important is it for organizations to have a program that allows new members to understand their culture?

Give some examples of what your organization provides?

Response by SFC Wade W. made Apr 19 at 2016 12:33 PM

SFC Wade W. — Tue, 19 Apr 2016 12:33:24 -0400

Providing an appropriate sponsor is an imperative. Vetted sponsors will be able to provide truthful facts about the unit and its culture. Failure to do this can result in new members feeling left out and a belief that the unit is apathetic.

Response by LTC Stephen F. made Apr 19 at 2016 12:33 PM

LTC Stephen F. — Tue, 19 Apr 2016 12:33:41 -0400

COL Mikel J. Burroughs I would recommend a seasons veteran of the organization serve as sponsor for any incoming member. This individual should communicate with the person coming in and provide a welcome packet which provides general and specific information about the organization and its surrounding area.
After the new person arrives, the sponsor should be align with the newbee for up to a month and be available to answer questions via text, email, phone, in=person when appropriate, etc.

Response by SPC Andrew Griffin made Apr 19 at 2016 12:42 PM

SPC Andrew Griffin — Tue, 19 Apr 2016 12:42:26 -0400

The unit I served in never did this! Just welcome to the Infantry! It took adaptation on the part of the individual to be successful!

Response by PO1 Private RallyPoint Member made Apr 19 at 2016 12:47 PM

PO1 Private RallyPoint Member — Tue, 19 Apr 2016 12:47:01 -0400

For new SMs, I would ask questions to them; "What do you expect out of the command to help you in your time of transition? What do you want to do with your career?"; things of that sort. The more information I can get from that SM the better I'm able to help them. Along with command-type questions, I would ask if they are having difficulty with rank structure, CoC recognition, etc. ALso with any websites that would require them to work with (CMSID, NROWS, NKO, etc.), I would assist with navigation and how they go about reviewing the websites. Also an INDOC program helps too.

I'm starting up a Mentoring Program with my current command to help assist sailors who are transition from AC to RC and also new sailors who've arrived from Boot.
**This question helped me get my thoughts in gear as to what I want to do to excel sailors.

It's very important to have something as a guideline. Not everyone is going to be available for you to assist for every task or question. You have to have that knowledge and that drive to do what is necessary. Without asking questions and getting the information I need to succeed, I wouldn't be who and where I am today.

Response by CPT Private RallyPoint Member made Apr 19 at 2016 1:33 PM

CPT Private RallyPoint Member — Tue, 19 Apr 2016 13:33:57 -0400

COL Mikel J. Burroughs Leadership sets the environment to either be a positive one or a negative one. The most important thing they can do is to provide a positive environment that promotes building relationships with their members. Members that feel they belong to and are valued in an organization will be more productive.

Response by CMSgt Mark Schubert made Apr 19 at 2016 2:03 PM

CMSgt Mark Schubert — Tue, 19 Apr 2016 14:03:44 -0400

When I was the 94 CES/CEM, this was VERY important to me and I would make it a point to introduce myself personally to each and every unit member, let them know that they could talk to me about anything, they are part of a GREAT team, and every person is important and a highly valued member - without them, we don't succeed - with them, we FLY HIGH!

Response by MSG Private RallyPoint Member made Apr 19 at 2016 5:52 PM

MSG Private RallyPoint Member — Tue, 19 Apr 2016 17:52:42 -0400

in the reserves, i' had only one mentor, but that mentor was high and tight, and gave me the info i needed to excel, 351st gen hosp, after that the other units nothing, i know there is a program in the army reserves but does it get utillized, with high tempo training for deployment this gets lost, with low density mos's its hard to find sponsers, for 2 years i was the only medic in my bn, hows a 38b gonna mentor a 68wm6, i muddled my way thru and eventually joined the 38b's

Response by SFC Private RallyPoint Member made Apr 19 at 2016 8:31 PM

SFC Private RallyPoint Member — Tue, 19 Apr 2016 20:31:20 -0400

The Army sponsorship program is a good start, under AR 600-8-8. You only have one shot at a first impression so make sure whoever gets to the new person first will relay a strong reflection of the commanders intent and the units professionalism.

Response by PO1 Private RallyPoint Member made Apr 20 at 2016 2:55 AM

PO1 Private RallyPoint Member — Wed, 20 Apr 2016 02:55:38 -0400

Understand this post is submitted by an old retired Army veteran of 11 years 1964 -1975, and a Navy veteran of 9 years 1977-1986. The changes since that time, I'm quite sure, have been numerous and well intentioned.
What are the changes in Military bearing, or has that been replaced with Civilian/Military bearing? Have the requirements for "dedication to a cause larger than self" been eliminated? Have the gains on the "morning report" been presented with an option to accept or hold out for a unit that has a better reputation? Its an honor for any unit to BUILD their reputation even when all newly assigned personnel, having never been acquainted with the spirit of competition, are welcomed with an option to support a desire for exceptional service. If the recruitment of today's volunteer operates with " Be all you can be " without setting that tone, the caliber of recruits will decrease markedly. If the "standards desired" are the responsibility of the gaining unit, does that fact eliminate the recruiters requirement to qualify each enlistee? If all new members of any organization will have a sponsor assigned the day they sign in, the 1stSgt and C.O. should be charged with the responsibility to write a welcome aboard greeting that covers the expectations of the command, then the sponsor should be a guide that fully supports the commands expectations and requirements. The truth about any military unit will be the absence of anyone detailed to give a " heads up " to all new unit members. The day any recruit signs and is administered the oath, is the first day of any assignment where " Duty, Honor and Country " are the expectation.

Response by Maj Marty Hogan made Apr 20 at 2016 9:57 AM

Maj Marty Hogan — Wed, 20 Apr 2016 09:57:00 -0400

COL Mikel J. Burroughs We assign a mentor directly. This gives the member a personal go-to person to help through all the first day/week jitters and during this time we set expectations and goals. The Guard is a weird animal as we are only "on-duty" 2 days out of the month. I am very busy on those days, but try to set aside some time to visit each section or when I am walking down the hall, to another building, on my way to the next thing- I ask them to walk with me a bit and try to touch base to let them know we are interested in them. We also do reviews twice a year and we review what they are wanting from us and what we expect from them. We review performance and offer opportunity for growth etc. We also encourage outside agency involvement such as junior enlisted council, senior enlisted council, and leadership exercises.

Response by SFC Roberto Garza Jr. made Apr 20 at 2016 9:58 AM

SFC Roberto Garza Jr. — Wed, 20 Apr 2016 09:58:16 -0400

First sponsorship, very important. Second, integration counseling. This counseling should detail his or her duty description and basic info like pt goals, marksmanship goals. Talk about the platoon or section mission and goals. Lastly regardless of rank a Meer with the units senior leadership. Once a month the units senior leaders CSM/CDR should meet the newcomers, newcomers brief. This should also be done at the company level upon arrival. Learning the faces of you chain of command is important.

Response by SSgt Robert Marx made Apr 20 at 2016 1:39 PM

SSgt Robert Marx — Wed, 20 Apr 2016 13:39:23 -0400

I recall the OJT regime my old ANG unit installed years before my retirement in 2012. A section for the new enlistees started that gave the new Service members duties & tasks prior to going to basic military training. I hope that section still continues because it got new inductees into the Guard mentality before their official training began. I sure would have benefitted from that sort of training!

Response by SGT Private RallyPoint Member made Apr 20 at 2016 4:23 PM

SGT Private RallyPoint Member — Wed, 20 Apr 2016 16:23:46 -0400

My unit focuses on cadets (West Point MEDDAC), not Soldiers. I was fortunate enough to discern good leadership from toxic. It can be a great place if you take advantage of the opportunities. Just understand "it's different here" and move out. Adapting to our environment is what can make Soldiers great.

Response by PO2 Peter Klein made Apr 20 at 2016 10:04 PM

PO2 Peter Klein — Wed, 20 Apr 2016 22:04:06 -0400

From a business prospective, train and lead by example.

Response by SSG Leonard J W. made Apr 29 at 2016 5:21 PM

SSG Leonard J W. — Fri, 29 Apr 2016 17:21:28 -0400

COL Mikel J. Burroughs, yet another great topic, Sir! I always found that I did best in units when I gave myself time to observe before "diving in." I like to wade in the "shallow end" prior to using the "diving board," which is to say that I don't mind "getting my feet wet," but I do so cautiously. I have also found that I tend to get along very well with other leaders who use this same approach. It is not wise to assume that something is broken before one has had a good look at it...

My organization, prior to retirement, would use R&I (reception and integration) counseling up to the brigade level. A new member would meet their sponsor, the company command team, the battalion CSM/CDR (pending whether the individual was enlisted or officer), and lastly, there would be a monthly briefing by the brigade command team.

Response by Kim Bolen RN CCM ACM made Apr 29 at 2016 8:25 PM

Kim Bolen RN CCM ACM — Fri, 29 Apr 2016 20:25:39 -0400

Colonel, I can only speak as a Nurse and the culture's that I have experienced within that profession. Our Culture can range from Toxic to Breathlessly magnificent. All Nurses require expert mentors who give all their knowledge away. We nurture, guide, educate, treat, provide compassion and understanding. But most of all we set the Standards of Care that is to be followed for the Nurse around us. Not to many civilian workplaces treat Nurses with any respect. That being said, we are not very nice to each other. We have much work to do to improve our professional culture. But we have learned that to teach the young to find their own passion and to nurture that which is within them already; we learn to keep ourselves "fresh" and enlightened. We must always watch, listen and learn. We must always see one, do one, teach one. The right time the first time, as there is no room for error in my profession.
We have fellowships in areas of interest to Nurses. Mine was Trauma. Then the nuts and bolts behind and with the industry. I have to admit that I did not always add positive reinforcement during a life or death moment. I wish I had more patience with stupid, but i did not. They learned and never forgot again. I still run into Doctors that Thank me for being a Bitch.
In that type of setting a peaceful atmosphere is best for the patient, but when a resident or new nurse attempts to mess up, well then my Irish appears and I can be the meanest SOB's on the planet. But the beauty of it is that the patient has no idea and they get the best care possible.
As an administrator, we set the tone for the facility. That is an entirely different hat, which requires a totally holistic approach. But once a Nurse always a Nurse.

Response by SrA William Giraldi made Apr 30 at 2016 11:12 AM

SrA William Giraldi — Sat, 30 Apr 2016 11:12:24 -0400

While in the reserve and active component military branches, we had a good mentoring program - 250th AG Det, 3rd Bn, 112th FA, 1st Bn, 9th FA, and my short time at the 35th Aerial Port Sqdn. Quite possibly, the best mentor I had was at Fort Stewart w/ 1-9 FA, we remained best pals even after we went our different ways and separated from service. He went special forces, 18D - SF medical sergeant, and I was going through the medical board for bilateral shoulder instability. We met up again in summer 2010 when i was at Lackland AFB, TX for an MOS-Q course and he was going through his medical board at Fort Sam Houston for back injuries. We've supported each other in our ups and downs over the years and everything. During my 5 1/2 years as a contractor, we really didn't have a mentorship program to show the new folks the ropes even though I had mentioned it. I found the program beneficial and I'm sure others did as well.

Response by SFC Randy Purham made May 2 at 2016 6:07 PM

SFC Randy Purham — Mon, 02 May 2016 18:07:38 -0400

COL Mikel J. Burroughs, my current unit doesn't do anything special for new members per se. Its business as usual - the normal meet and greet kind of stuff. We do have a pretty well oiled sponsorship program however. Receiving new Soldiers and giving them an orientation is standard. They typically will get a month before they are integrated into anything technical-wise, or they are shadowed if its an absolute necessity to bring them in immediately.

I personally would try to give the new Soldiers a perspective of expectancy and the reality of how the organization works, who people are and what their characters are like. But, I give them the disclaimer to decide for yourself and I will confirm or deny their conclusions. The reality of it all is that, Soldiers will see for themselves and draw their own assumptions about how the organization is ran based on where they previously came from.

Response by CSM Private RallyPoint Member made May 2 at 2016 9:13 PM

CSM Private RallyPoint Member — Mon, 02 May 2016 21:13:24 -0400

It starts with a Welcome Packet and a strong Sponsorship Program. Reaching out to the Soldier before they report to the first day of duty.