MG Mike Diamond here. I'll be by to discuss leadership and ways to improve the performance of your organization. What questions do you have?

MG Mike Diamond — Tue, 18 Apr 2017 09:56:36 -0400

From RP Staff: We’re honored to host Major General Mike Diamond for a Live Q&A. He has commanded the Theater Support Command in the Middle East back in the early days of OIF/OEF and served as Director of Coalition Coordination and Deputy Director of Logistics at CENTCOM. MG Diamond has designed a process model, based on his own personal experiences in both military as well as civilian sectors, that can help everyone better lead their team. Along with his son, Capt. Christopher Harding (USAF), they have published a book, "The Diamond Process: How to Fix Your Organization and Effectively Lead People" being released April 17. Please post your questions below!

If you're interested, you can grab a copy of MG Diamond's book here: https://www.amazon.com/Diamond-Process-Organization-Effectively-People-ebook/dp/B071CPGP48/ref=sr_1_1?ie=UTF8&qid= [login to see] &sr=8-1&keywords=the+diamond+process

Amazon.com: The Diamond Process: How to Fix Your Organization and Effectively Lead People eBook:...

The Diamond Process: How to Fix Your Organization and Effectively Lead People - Kindle edition by Mike Diamond, Christopher R. Harding. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading The Diamond Process: How to Fix Your Organization and Effectively Lead People.

Response by CSM Private RallyPoint Member made Apr 18 at 2017 9:58 AM

CSM Private RallyPoint Member — Tue, 18 Apr 2017 09:58:35 -0400

Looking forward to it sir.

Response by COL Mikel J. Burroughs made Apr 18 at 2017 10:21 AM

COL Mikel J. Burroughs — Tue, 18 Apr 2017 10:21:10 -0400

MG Mike Diamond What do you think of the current situation in the Middle East? What leadership concepts did you incorporate in your book that you used in the military?

Response by COL Mikel J. Burroughs made Apr 18 at 2017 10:32 AM

COL Mikel J. Burroughs — Tue, 18 Apr 2017 10:32:03 -0400

CALLING ON RP MEMBERS AND CONNECTIONS - PLEASE TAKE A MINUTE TO REVIEW THIS RALLYPOINT Q&A POST WITH MG MIKE DIAMOND. POST YOUR QUESTION TODAY!

GREAT OPPOTUNITUY TO ASK THE TOUGH & CURIOUS QUESTIONS ON LEADERSHIP AND HOW TO IMPROVE YOUR ORGANIZATION.

THE RALLYPOINT FORUM CONTINUES TO PROIVDE THESE OPPORTUNITIES TO ALL OF OUR VETERANS, SERVICE MEMBERS, AND RETIREES TO REACH OUT & ASK QUESTIONS TO FORMER LEADERS OF OUR COUNTRY. PARTICIPATION IS NEEDED TO KEEP THIS TYPE OF FORUM MOVING FORWARD.

THANKS FOR YOUR SUPPORT!

Response by SFC George Smith made Apr 18 at 2017 10:37 AM

SFC George Smith — Tue, 18 Apr 2017 10:37:34 -0400

Thanks for the share...

Response by SGT David A. 'Cowboy' Groth made Apr 18 at 2017 10:58 AM

SGT David A. 'Cowboy' Groth — Tue, 18 Apr 2017 10:58:41 -0400

Do you think we will eventually get the upper hand in the war in the Middle East?

Response by MSgt Ken "Airsoldier" Collins-Hardy made Apr 18 at 2017 11:00 AM

MSgt Ken "Airsoldier" Collins-Hardy — Tue, 18 Apr 2017 11:00:26 -0400

MG Mike Diamond — Sounds like a bonafide opportunity to collect Leadership CEUs (Continuing Education Units) from a world-class leadership network! Is there an accredited education sponsor in the RP network that can make CEUs happen for webinar attendees?! Looking forward to attending a 'Diamond of a webinar', Sir.

Diamond, M.J. & Harding, C.R. (2017, April 18). The Diamond Process: How to Fix Your Organization and Effectively Lead People. Retrieved from http://amzn.to/2nZogXZ & https://affiliate-program.amazon.com/home/productlinks/customize?asin= [login to see]

Disclosure: Using the links posted here won't make a man rich but it will fund my passion for research.

Amazon.com: The Diamond Process: How to Fix Your Organization and Effectively Lead People...

Amazon.com: The Diamond Process: How to Fix Your Organization and Effectively Lead People (9781626343924): MG (Ret.) Mike J. Diamond, Christopher R. Harding: Books

Response by SSgt Private RallyPoint Member made Apr 18 at 2017 11:26 AM

SSgt Private RallyPoint Member — Tue, 18 Apr 2017 11:26:32 -0400

MG Mike Diamond Looks like I have a new book to add to my library, sir!

Response by LTC Stephen C. made Apr 18 at 2017 11:31 AM

LTC Stephen C. — Tue, 18 Apr 2017 11:31:32 -0400

No questions from me, MG Mike Diamond. I just wanted you to know that I also served in the 377th TSC (then TAACOM) from JUN86 through DEC88. I was one of two Assistant CE Staff Officers serving in the Security, Plans and Operations division. MG Alvin Jones was the CG and presented me with my gold oak leaves!
After reading your impressive bio, I must leave you with a hearty, WAR EAGLE!

Response by SGT Dave Tracy made Apr 18 at 2017 11:41 AM

SGT Dave Tracy — Tue, 18 Apr 2017 11:41:20 -0400

Sir, we have heard often of the leadership skills developed in the military that can translate into the civilian world. However, what I am curious about is, what doesn't translate from military leadership to civilian leadership--particularly in business, though governance may count too--and how is that gap bridged?

Response by SPC Douglas Bolton made Apr 18 at 2017 12:01 PM

SPC Douglas Bolton — Tue, 18 Apr 2017 12:01:37 -0400

MG Mike Diamond Thank you for taking the time to share with us. My son is a retired Colonel, and I visited him many times. What I learned from his soldiers was that he was a soldier's soldier. This meant he didn't gloat over being a high ranking officer. He got down to their level and spoke to them in a way that wasn't demanding. Do you find this is a good approach, or do you feel you need to separate yourself from the others to make sure they know you are in charge?

Response by SGM Mikel Dawson made Apr 18 at 2017 12:05 PM

SGM Mikel Dawson — Tue, 18 Apr 2017 12:05:33 -0400

Sir, thanks for your time:
I am old school. I feel the Army screwed up by getting rid of the SPC ranks (5 and up). It is my belief not everyone is a leader and by forcing all service member SGT and up to be a hard stripe is a fail. I have seen many good technical soldiers but were the worst leaders and by forcing them into leadership positions set many of them up for failure, which I seen many do despite trying to get them on the right track. Your thoughts are appreciated.

Response by Kim Bolen RN CCM ACM made Apr 18 at 2017 12:34 PM

Kim Bolen RN CCM ACM — Tue, 18 Apr 2017 12:34:09 -0400

Looking Forward to Reading and Review! Thank you Kindly.

Response by Sgt Private RallyPoint Member made Apr 18 at 2017 2:54 PM

Sgt Private RallyPoint Member — Tue, 18 Apr 2017 14:54:16 -0400

MG Mike Diamond Sir, thank you for taking the time to discuss leadership. What are your thoughts on mentoring, as a vital role of an effective leader?

Response by LTC David Cushen made Apr 18 at 2017 3:35 PM

LTC David Cushen — Tue, 18 Apr 2017 15:35:43 -0400

Question: When leading, what is the right balance between 'knowing all the details' and 'accepting too much risk'? What are the key indicators that a leader is operating/influencing within a band of excellence?

Response by SSG Warren Swan made Apr 18 at 2017 4:31 PM

SSG Warren Swan — Tue, 18 Apr 2017 16:31:53 -0400

Sir thank you for taking the time to come to RP, and to listen to what we have on our minds, and assist in pronblem solving, brainstorming, and the execution of ideas.
Sir in the title it says "ways to improve the performance of your organization". This might be too broad of a brush, but here goes: How can we repair the work that was made to tear down the wall (Services) through kicking out experience for new and "improved", inform them you have 90 days to be gone, appeals, whatever, but that mistake you made five or so years ago has suddenly come back? In this example the NCO made it, owned it, paid whatever restitution to his/her branch, just to see that mistake come again to bite them. You cannot foster camaraderie and continuity in the ranks when at any time, it could be YOUR name on the chopping block, or a commander has to choose who he wants, and he wants both. Can only get one? So the backstabbing has begun, when will it end? How can you realistically tell a NCO who made a mistake years ago paid his price and was a stellar performer that his time is up? I'm going to break this down now. I was using "Services" now just Army. This way of doing business means if I was still in, there is NO BODY I can trust 100% of the way, and it should not be that way. If I'm in the "wrong click", I could be sent packing. The smallest flag is now the largest indicator telling the command "it's me, it's me, look over here". If taking care of Soldiers is one of my most important goals, when is the Army going to take care of me, and not through QSP/QMP boards. Not through flip flopping RCP's or the raising of points so there is no way on earth you'll make it, so you have to reclass just to stay in. Lets not get started on IDES. No continuity in the regs, no continuity in the standards, no unified command.
Sir with all that we've lost, it'll take a LONG time to replace, train to standard, and deploy men and women who are capable of doing a job that had we not used the "buddy kick out" system, we'd be ready to do anything at anytime. We're not, and it shows miserably when you get to see the faces. Technology is beautiful, and it is an awesome tool, but a tool is all it will be. It cannot do shuras on Sundays with local leaders, it cannot get on the ground and locate HVT's, it will not send itself as a CAO to a fallen's family.
Sir in closing, the military can do a LOT with just a little. It's been that way forever, and it is a good measure to instill the ability to fight harder, stronger, and longer than your opponents. Problem is when those "opponents" can be your buddies, raters, senior raters, and reviewers, we're fighting a battle none of us want to loose. It's made worse when the "terrorist" isn't a "terrorist" at all. It's a "joke" that is not a "joke" to us, but there is nothing being done to stop the hemorrhaging. It's called sequestration. I'm not speaking for anyone else but the ACA was important to some. To me, the battle no one is fighting and shining a maglite on is Sequestration. 100 days in office could've took that away. It needs to go and I could care less what party or president does it. The services should not be a 1 million strong Blue Falcon Force. I apologize for length, but this is something that no candidate really broached in the elections, is still not on anyone's hot plate, and it needs to be dealt with soon. Or are we going to st back and let our kids and their kids fight a battle we can easily fight for them?

R.
Swan
"DUTY FIRST"

Response by SSgt Robert Marx made Apr 18 at 2017 5:52 PM

SSgt Robert Marx — Tue, 18 Apr 2017 17:52:55 -0400

Thank-you, sir, for bringing this book and main idea for our perusal here on RP. I see the mess our nation is in right now has been exasperated by a lack of clear leadership. We have contrived to be led by a group of politicians who are by definition hirelings who do not love their sheep. I am elated that the POTUS now is a business man, with a clear understanding of subordination, and made a case for electing him. His policies have been implemented with a flurry of activity and now a danger has surfaced where all of those hirelings have attempted to torpedo the entire administration. I am a retired military member who remembers my oath by voting when given an election and I do contact my elected representatives on the issues I care about. I am concerned that Washington DC is heading toward a meltdown where the legislatures attempt to sink presidential policies, the courts set policy, and an attempt at impeachment is made.

Response by LTC Stephen F. made Apr 18 at 2017 6:11 PM

LTC Stephen F. — Tue, 18 Apr 2017 18:11:42 -0400

MG Mike Diamond I was interested to learn that your son Christopher Harding collaborated with you in writing and publishing "The Diamond Process: How to Fix Your Organization and Effectively Lead People."
Many businesses from small-to-large have family members working together successfully. The old saying we choose our friends but not our family seems applicable. Fixing businesses is many times less complicated than "fixing" relationships with family members.
1. What advice can you give about conditions where (a) working with family members makes business sense and (b) what are the strengths and weaknesses of involving a spouse or adult relative in strategic business decisions [obviously abiding within applicable laws]?
2. I am curious why you have a different last name than your son :-)
Thanks for mentioning me COL Mikel J. Burroughs

Response by CSM Private RallyPoint Member made Apr 18 at 2017 10:52 PM

CSM Private RallyPoint Member — Tue, 18 Apr 2017 22:52:33 -0400

I'm definitely interested in reading your book sir. With junior leaders being promoted so fast these days it's been difficult to provide proper mentorship. It seems like every other month we have Soldiers being automatically promoted without even having to really do anything. Especially in the Army Reserve the sense of earning a promotion is slowly going away and bringing about a culture of Soldiers that feel a sense of entitlement that they should be promoted just because they show up.

Response by MG Mike Diamond made Apr 19 at 2017 3:01 PM

MG Mike Diamond — Wed, 19 Apr 2017 15:01:17 -0400

First, let me take this opportunity to thank each of you for your service to our great nation as part of TEAM DEFENSE! We are all part of a team unparalleled today that despite its warts and scars is still one the best organizations out there.
I look forward to responding to your questions!!

Response by MAJ Private RallyPoint Member made Apr 19 at 2017 5:32 PM

MAJ Private RallyPoint Member — Wed, 19 Apr 2017 17:32:12 -0400

Sir,

I appreciate you taking the time to engage with us. In light of the topic of your book, I think this may be an appropriate question:

I'm currently assigned as a staff officer in an organization that is often struggling. While I typically focus on squaring away my small portion of the fight, it's admittedly frustrating to watch an organization you're committed to fail. When offering solutions I've met with mixed success, even when I present doctrinal and objective evidence as to why things should change. Do you have any recommendations on how to affect organizational change for someone who is not in a traditional leadership (i.e. command or primary staff) role? How would you recommend influencing higher echelon stakeholders, especially if they're part of the group resistant to change?

Response by PFC Steve Davis made Apr 20 at 2017 10:36 PM

PFC Steve Davis — Thu, 20 Apr 2017 22:36:42 -0400

Only questions I have is how can I return back to OIF of OEF? I'm in need of a job badly. I'm going nuts being home.