What's your personal "success formula?"

Col Private RallyPoint Member — Tue, 28 Jan 2014 20:34:39 -0500

Do you have a tried-and-true "go-to" formula for success... is there even such a thing? If so, perhaps it was something that you learned from a coach, a mentor, an instructor, or family member that you've adapted to your military career or for military purposes? Is there a method, technique, resource, book, course or any other useful piece of information or wisdom that you'd like to share with others? What has worked for you that you'd like to pass on to those coming up through the ranks today? So, if you'd like to really make a difference, here's your chance to share those useful bits of wisdom, and help to shorten the learning curve for the next generation of service members. Please feel free to share links, photos, sound files or anything else needed to tell your story and/or describe your method... this should be great fun and highly informative at the same time; so, let's grab those keyboards and get to it, thank you for all that you do, and... see you all in the discussion threads!

Response by SSG Private RallyPoint Member made Jan 28 at 2014 8:48 PM

SSG Private RallyPoint Member — Tue, 28 Jan 2014 20:48:45 -0500

Sir, I believe Gen. Colin Powell sums it up completely: "There are no secrets to success. It is the result of preparation, hard work, and learning from failure." However, learning from failure has always been one of the trickier matters for me. For example, determining appropriate corrective action for larger failures can be difficult if a Soldier has a different learning style. When I was a younger Soldier, if the lesson hurt, the message stuck. But not everyone learns the same. Although, coffee seems to be the gold standard for success

Response by CSM Private RallyPoint Member made Jan 28 at 2014 8:57 PM

CSM Private RallyPoint Member — Tue, 28 Jan 2014 20:57:13 -0500

Closing my mouth and opening my ears sir. Effective communication requires both active listening and responding. As I listen to someone's problem I pull out my note pad and begin writing down issues and courses of actions to those issues. Once I feel I have gathered enough information, I offer those COAs and listen to how that person feels they can best resolve their issue.

Response by SSG Laureano Pabon made Jan 28 at 2014 8:58 PM

SSG Laureano Pabon — Tue, 28 Jan 2014 20:58:07 -0500

Sir, I wanted to wait to be able to answer this so I don't get the 100 points, its not about the points, but one of the successful formulas I got from you. perhaps with out you being aware you taught me how to take control of your threads, but more the act of taking control of what you (I ) do. For that you have set the example for me to follow and for that I'm very thankful Major Burns.

Response by CPT Private RallyPoint Member made Jan 28 at 2014 9:02 PM

CPT Private RallyPoint Member — Tue, 28 Jan 2014 21:02:40 -0500

It's relatively simple:

-Work hard

-Learn everything I can

-Make solid relationships

-Set the example that I want to see replicated

-Challenge myself every day

-Celebrate small victories

-Learn from my mistakes

Taking action can be wear the challenge is.

Response by CMC Robert Young made Jan 29 at 2014 10:08 AM

CMC Robert Young — Wed, 29 Jan 2014 10:08:33 -0500

For me, the path to success is situational. The terms of the environment/challenge/resources/time line requirements dictate my approach to achieving the goal. That ability to maintain some flexibility coupled with a strong support network (family, mentors, service based career developmental opportunities, formal and informal education resources) allow me at least the opportunity to be successful regardless of circumstance.

There is also much to be said for reading everything I can just to broaden my general and task specific knowledge base; listening more than I talk, and seeking out others who have demonstrated successful track records to learn their personal secrets.

And finally, if it doesn't work one way, then seek another path; stay with it, and don't give up.

Response by SSG Gerhard S. made Jan 29 at 2014 10:33 AM

SSG Gerhard S. — Wed, 29 Jan 2014 10:33:07 -0500

My Best advice is as follows.
Learn from your mistakes and take ACTIVE steps to ensure you do not repeat them.

Train your troops like YOUR life depends upon their Professionalism, Competence and Proficiency, because your life DOES depend on them.

Always do what you KNOW is right. If you aren't sure which is the ethical choice, check your premises. If outside influences are clouding your vision, YOU are the one who has to sort it out. If you boil conundrums down to their basic issues, the choice suddenly becomes clear.

Don't be afraid to admit when you've made a mistake. Tolerate honest mistakes from those you serve with. Seek advice and guidance from your Peers, Subordinates, and your Leadership. They all have something to offer toward your development as a Leader and as a moral person.

Keep moving forward, in your quest for knowledge, and in developing your interpersonal relationships.

Relentless positive action yields positive results, perhaps not as quickly as you expect, but more often when you least expect.

Response by CPT Private RallyPoint Member made Jan 29 at 2014 11:47 AM

CPT Private RallyPoint Member — Wed, 29 Jan 2014 11:47:27 -0500

Sir

SGT Norman is correct and so was GEN Powell but there are
things, some very simple things, that many leaders screw up which cause there
downfalls. When I was in command I strived to: Follow my commanders’ intent,
respect my NCO’s and Chief Warrant Officers for the knowledge and
professionalism, understand the needs of the soldiers, and above all make sure
that soldiers got to do their jobs.

Soldiers love to do their jobs, even the dirty parts, but too
often outside pressures to accomplish something outside the soldiers MOS have
them feeling that they are not appreciated. Anyone who is feeling unappreciated isn’t
going to do a good job. They are not going to care. Not caring is as destructive
to the success of a transportation unit as it is to an infantry unit. I have
seen commanders do everything right. Next
thing you know that unit commander who just won that prize or award gets relieved a few
months later because there soldiers stopped caring about their mission and even
the military in general; then “Something Happened”. Something got misplaced, someone got hurt, or
even someone called IG/EO/wrote to a senator and the CO finds himself with a
group who doesn’t want to help solve the problem. The CO made his command look amazing but in
doing so he didn’t make his people feel amazing. They felt used up, abused, and worst of all
unappreciated.

So my big piece of advice is this, “Be humble and appreciate
everyone.”

Response by SGM Private RallyPoint Member made Jan 29 at 2014 11:17 PM

SGM Private RallyPoint Member — Wed, 29 Jan 2014 23:17:19 -0500

Sir, one of my first platoon sergeants taught me to learn something from everyone that you interact with. Some people may have something that you don't like while others will have many items that are useful. The key to taking in all of that information is to find what works best with your personality as well as leadership style. Basically never stop learning and maintain who you are.

What I stated above with a determined work ethic has taken me far and is one of the most important things I attempt to teach my Soldiers.

Response by SSgt Private RallyPoint Member made Feb 1 at 2014 4:08 AM

SSgt Private RallyPoint Member — Sat, 01 Feb 2014 04:08:16 -0500

A consensus is a great place to start. But connecting with other veterans and businesses we can solve (for the most part) homeless, be an adjunct to the existing travel agencies to get Veterans to their appointments.

Set up canteens and show movies or the movie channel. There are also the causes like Pets, Pet care and last but not least are the myriad health issues that range to PTSD, cancer, ALS and TBIs. I have a friend in Raleigh who wants to help with his business to promote our concerns and that is just a first step.

To keep the concerns fresh in the minds of our youth is to get them to work with us and thus make this intergenerational.

United We Stand,

Do you want to help?

Response by SFC Private RallyPoint Member made Mar 1 at 2014 2:46 AM

SFC Private RallyPoint Member — Sat, 01 Mar 2014 02:46:47 -0500

Sir,

I've learned that the best results for growth has come from the dissemination of information and allowing the team to have input on the plan for success. I have felt that way since I began in the Army and we were told to do things a certain way. None of "Joe's" plans were accepted as a plausible solution; he just had to move out and execute. The result was that I missed out on understanding a lot of the senior leaders knowledge and thinking on how or why things should be done. So I've implemented the changes that I desired as a junior enlisted soldier within my own teams.

Mentoring in stride. I ask a LOT of my SGT E-5's, but, because of the responsibilities I place on them I can accurately assess their competence, leadership and ability to train Soldiers. Will they accomplish their mission before on or after their due date? Have they provided their soldiers with a clear concept of the mission and direction on the best way to accomplish it? Are their Soldiers able to accomplish tasks at and above their levels?How about that NCO; is he or she able to do the same?

SGT Norman quoting Gen Powell is right in line with what I spoke today during training..."I need you to mess up here and now, it's okay...Here is where we can fix it and get you on the right course. Once we leave here and we have to conduct business, there is zero margin for error." Will I get in their stuff and create stress during training?ABSOLUTELY!!! But we've got to bring their focus back to the team so they can think clearly about the days events and how to improve themselves. I think a lot of our young NCO's of the OIF OEF generation, myself included, are missing that crucial piece of Soldier development.

This is a topic that could have quite a long discussion per response. You almost need to have board convene to get it out and drive the influence. It's a great topic Sir and I hope my comments can point some of our NCO's and Officers in the right direction. Officer understanding is CRUCIAL, because we, as NCO's, can only enforce the standards that our Officers direct.

Response by 1SG Michael Blount made Mar 17 at 2014 10:58 AM

1SG Michael Blount — Mon, 17 Mar 2014 10:58:05 -0400

Sir - I've found the attached is an 85% solution to personal success:

Response by SSG V. Michelle Woods made Mar 17 at 2014 3:00 PM

SSG V. Michelle Woods — Mon, 17 Mar 2014 15:00:24 -0400

Slow to speak, swift to listen. Find humor in EVERYTHING. And for God's sake be humble enough to know you don't know everything and more common than not, you don't know anything.

Response by SGT Bryon Sergent made Mar 17 at 2014 3:09 PM

SGT Bryon Sergent — Mon, 17 Mar 2014 15:09:49 -0400

Well Sir, I have found that a tried and true method of, being where you are supposed to be there, in the perscribe uniform, when you are supposed to be there. Keep the griping to a minium. If the soldiers stop gripping then there is an issue. Don't down grade a leader in front on anyone except, the way my SGM put it and I quote"to your poo"(the one you bitch to and work problems out to). Do what is asked, as long as a lawful order, when asked to do it. And the hardest part for me is to keep your mouth and attitude in check! The leaders where put the ahead of me for a reason. I might not like the leader but the order is coming from higher than him, so just give your gripes and drive on with the mission at hand.

Response by SPC David Wyckoff made Mar 17 at 2014 9:09 PM

SPC David Wyckoff — Mon, 17 Mar 2014 21:09:59 -0400

Major Burns,

My Pop started me out early with the rules for success. He told me there are three simple rules to being a good man.

1. You never lie. A man's word is his bond and to break your word is to be forever seen as a liar and a coward. This leads directly into rule #2.

2. You always take responsibility for your words and your actions. If you did good take the credit, if you did wrong then stand up and take the consequences.

3. Always protect the innocent. Children, elderly, mentally infirmed, and women (He is from the old school). You stand in the gap for those who can't protect themselves.
He told me that almost all of the situations I encounter in life will fall into one or more of these rules.
I have tried (not always successfully) to follow them. But I continued to hope that if I did, that someday maybe, just maybe I could half the man my ol Pop is.

Response by SSG Private RallyPoint Member made May 30 at 2014 5:45 AM

SSG Private RallyPoint Member — Fri, 30 May 2014 05:45:31 -0400

1. Go to work everyday like it's your first day on the job.
2. Learn something new everyday, and make sure your subordinates learn something new everyday.
3. Don't be prideful and flashy, but remember that no one else is going to toot your horn for you.
4. Face failure with dignity and an open mind, those around you might be able to learn from how you deal with failure.
5. Sometimes false motivation is better than none, don't let your down days radiate out and affect others.
6. No matter where you are, take pride in it. Those who constantly complain and never work towards affecting change, have no pride and are what drags a unit down.
7. Stay classy.

Response by MAJ Ken Landgren made Apr 19 at 2015 9:46 PM

MAJ Ken Landgren — Sun, 19 Apr 2015 21:46:22 -0400

When I get a new job I always make a flow chart to understand operations. If it is for the field I use the TLP and OPORD. I get relaxed and visualize operations from start to finish to be comprehensive. Flow charts are awesome!