tx-cota-consulting-services-llc-kbvv8

SHORTCUTS

Sat, 26 Aug 2023 15:42:45 GMT

This is a subtitle for your new post

"THERE ARE NO TRAFFIC JAMS ON THE EXTRA MILE." ZIG ZIGLAR

I perform farmer's walks with some weighted contraptions I put together 1 to 2 times weekly. I set a goal of 30 total laps around the garage, 5 laps each set, followed by variations of pushups, pulls, and squats. As I progress through this set and start to become fatigued, I start to see myself make the lap of each circle smaller and smaller. I have a pull up/dip/push up station that I move to the center of the garage, and I noticed as I become more tired, I sometimes nick the edge of the workout station with the weights I am carrying because my "circle" has gotten smaller and smaller as I begin to fatigue. When I feel that "bang" of the carried weight hit the station, I make a concerted effort to widen that circle to ensure I maximize each lap….but sometimes…I still walk a pretty tiny circle…..

This often happens to us in the work place as well, as we fatigue, we often "shorten our circle" or take short cuts resulting in less accurate outputs. We get tired, we fatigue, we sometimes wish to make things easier…..that makes us human. We can take steps, however, to minimize sub-optimal work and outputs by making concerted efforts to keep us on track and on the path of quality work.

Here are a few recommendations that can help!

Take breaks - Periodically, we should walk away from the work we are doing and allow our mind a chance to rest. In the above "farmers' walk" example, I noticed that if I added about 45 seconds more rest between my sets, and monitored by hear rate to allow it to be at a more rested state before engaging in the next set, I performed higher quality farmers walks (less "corner cutting") and better quality repetitions on the follow on exercises because I had allowed ample recovery time between sets.
Discipline yourself so others won't have to. In studying Emotional Intelligence, the first aspect of this process is "Self-Awareness" -Making concerted efforts to know what you are feeling and why, then through self-regulation- adjusting so that your actions and words do not negatively impact others. In this same vein, we can look at what we are doing, see if it is meeting the expectations of ourselves and those for whom we are doing the work, then make adjustments to ensure we maintain the quality expected of us. This discipline takes time but will better ensure you complete more quality work. As Jim Rohn so beautifully stated, "We must all suffer from one of two pains: the pain of discipline or the pain of regret. The difference is discipline weighs ounces while regret weighs tons.” We must try not to weight ourselves down unnecessarily
Quality check- ask someone you trust to review your work. If you are unable to find someone , you can use Review Mode in word to read back your work if it's a document you're working on. This allows you to hear the flow, identify overuse of certain words, and see it the work makes sense. If it's another program, Excel, for example, there are Data Quality Checks that may better equip you to review your work.

Sometimes solutions are simple…it's the discipline to apply these solutions on a routine basis that are hard. As Jim Rohn is quoted as saying, “We must all suffer from one of two pains: the pain of discipline or the pain of regret. The difference is discipline weighs ounces while regret weighs tons.”

LEADERSHIP FUNDAMENTALS, "BE, KNOW, DO" (B.,K.,D.'S ARE THE ABC'S) OF LEADERSHIP

Sat, 25 Mar 2023 19:23:53 GMT

This is a subtitle for your new post

“As a leader…you are not given authority, status, and position as a personal reward to enjoy comfort. You are given them so that you may be of greater service to your subordinates, your unit (organization), and your country .” U.S . Army Fiel d Manual 22-100

This wonderful quote from FM 22-100 published in 1999 also discussed the “Be, Know, and Do.” (known, henceforth in this article as the “B.K.D.’s of leadership, (not to be confused with the “A,B,C.’s” of leadership) This manual has been revised many times over, however, these "Be, Know, and Do" fundamentals, I believe can help any leader succeed regardless of where you serve, what you do, or what organization you lead. Although we may not remember every single tenet of leadership I believe these three fundamentals (B.K.D.’s, lest we forget) provide an easy to remember and applicable foundation to lead teams.

Be - The essence of this states that a leader or manager should be a person of strong and honorable character and should be able to solve complex ethical dilemmas. I believe this fundamental tenet is always striving to do right for right’s sake. I also believe that this core principle entails setting the example in word and deed, as I have often heard said, people may forget what you say but they watch what you do so always, always, always, strive to do right.

Know -the second tenant is no it is knowing your job as well as possible and striving daily to be an expert in your field, striving daily to be as proficient as possible through detailed execution, through study and through improvement daily. The second part of this is to know yourself, this is easier said than done. It requires intersection to better understand your strengths and weaknesses and to build on those strengths, and work to improve the weaknesses, or hire and inspire people who can help you shore up those weaknesses. A leader doesn’t lead because he or she is the best all things, but because they can inspire and get the best from their teams. The third part of the “know” tenet, is also to know your people. Know what moves them, know what motivates them, know about their families, know as much as they are willing share within, reason, of course, so that you can better connect with them and better serve them. Understanding what they need in terms of guidance, resources, training, or mentorship. Moreover, you should also know your organization's vision its missions its plans, key support elements, below, at, and above you ensuring you understand where resources are to best carry out your mission and goals. Additionally, know the direction that the organization is heading and more importantly how you and your team can help the organization achieve those goals. “Well if ya don’t know, know ya’ know…” -Biggie Smalls

Do- the last part of this equation is straightforward. this one is about leadership. The do is about providing purpose, which is the why (A person who knows why may always have a job, but the person who knows how will always be their boss.) direction was which is the “how”, when needed and the motivation, which, as we all understand, is the inspiration to influence your team to do their best, to strive always to turn a “half to” into a “want to”.

The” B,K,D’s” of leadership, revived from an old Army field manual, but are as applicable today, I believe, as when they were published all those years ago! And Remember, “As a leader…you are not given authority, status, and position as a personal reward to enjoy comfort. You are given them so that you may be of greater service to your subordinates, your unit (organization), and your country .”

DROPPING A STONE VS. SKIPPING A STONE...A METAPHOR FOR LIFE…

Wed, 15 Mar 2023 22:13:38 GMT

This is a subtitle for your new post

DROPPING A STONE VS. SKIPPING A STONE...A METAPHOR FOR LIFE…

Frank C. Cota, Jr., Inspired by (Tio) Ruben Perez!

I had this wonderful conversation with my tio (uncle) about a week ago regarding throwing a stone in the lake versus skipping a stone. My uncle was recalling with great fondness how he loved to skip stones across the lake and the focus, effort, and practice that he would take to skip the stone the farthest that he possibly could, leaving the most ripples that he possibly could. This article was born of that conversation, and I share it with you now, using this beautiful memory as a metaphor for life.

When you drop a stone in the water it leaves a ripple and then it's gone. There's nothing left to show that anything had ever dropped. We often discuss the ripple effect, the effect in which something we do creates an impact surrounding us much like when a stone drops in the water and leaves that ripple. However, dropping a stone in the water and leaving a ripple versus skipping a stone has significantly different results.

Although we understand that both the dropped stone and the skipped stone must inevitably sink, it is the distance they travel, the impacts they make, and the ripples they leave that are the difference. I believe that we should strive in our lifetime to “skip that stone” as opposed to dropping it. In skipping the stone for it to be a successful skip, requires technique, skill, focus, and effort. I believe that in our lifetime the ripples that we leave in “skipping the stone” in terms of living our lives, are those many “skips” of kindness, care, compassion, assistance, love, and friendship. In our life, I believe, each time we show or demonstrate the above we are creating a “ripple” effect from these “skips of compassion” that far outlasts our time on this earth. Albert Camus once said life is the sum of all our choices. In saying this I believe that he was sharing that one fantastic deed does not make us fantastic, nor does one bad deed make us bad. It is the sum total of the things we have done in our life and ideally the good outweighs the bad so that the sum total of our life is a positive one. So, with each passing day we had the opportunity to skip that stone by positively impacting a life, by showing compassion, by helping others… skip, skip, skip, ripple, ripple, ripple or would we prefer just to drop... ripple... sink….

As I shared previously, inevitably, gravity will take its toll and sink each stone. The difference are the distance, dynamics, and ripples, created from the concerted and focused efforts of skipping as opposed to the less concerted efforts have dropping. I hope that as we go through our life we endeavor to “skip” and not “drop”, to delay the inevitable “sink” as long as we can, and through our efforts to help others, creating lasting “ripples”, and momentum, that cause those we help, to help “skip” others along to success and happiness.

LIFE LONG LEARNING AND POSITIVE LEADERSHIP

Sat, 04 Mar 2023 21:14:34 GMT

This is a subtitle for your new post

MY GRANDFATHER, CHARLES BAINES IBERRI

“When the student is ready the teacher appears.” This Buddha quote resonates with me for so many reasons. It resonates for me primarily because I believe leaders, teachers, coaches, must commit daily to being a perpetual student if we wish to see perpetual growth in ourselves and our organizations. I have had the great fortune to work in so many different industries, US Army, public housing, senior living, automotive, logistics, imaging, defense contracting, oil and gas, and education. Each of these experiences, and most specifically, the people that ARE these organizations impart to me, I believe, more knowledge than I impart while I serve them.

I believe that the ability to constantly add value to others is to add value to oneself. Moreover, integral to this is listening and learning. Listening and learning are to our personal development what rain and soil are to the plants of the earth…. essential. Great ideas are born, I believe through listening and learning. Trees cannot provide fully ripe fruit without proper nutrients and water received from the environment. So too, I believe, that people cannot bear the fully developed “ripe fruit” of thought, without the ‘nutrients’ drawn from the people within our environment through listening and learning. Leaders, teachers, coaches, can better ensure their wards maximize their potential and gifts through instilling the desire to always learn…it is the pursuit of learning, growing, improving, that helps us be better, not necessarily in the achieving. A goal achieved, is a milestone in the road of our journey lifelong learning.

The below excerpt, from educational philosopher, Paulo Freire's Book "Pedagogy of Freedom" which beautifully captures how we must be aware that no matter what we have learned, there is still more and out journey of ‘education’ is never complete.

"It is our incompleteness of which we are aware that education as a permanent process is grounded. Women and men are capable of being educated only to the extent that they are capable of recognizing themselves as unfinished. Education does not make us educable; it is our awareness of being unfinished that makes us educable and the same awareness in which we are inserted makes us eternal seekers. Eternal because of hope. Hope is not just a question of grit or courage it is an ontological dimension of our human condition." - Paulo Freire

“It serves no purpose, except to irritate and demoralize the student (or my team member) … for me to talk…and at the same time act with the arrogance of a no all.” “Reflecting on the duty I have as a teacher to respect the dignity, autonomy, and identity of the student…” Paulo Freire

“How can I be an educator (or leader) if I do not develop in myself a caring and loving attitude toward the student (or, my people, whom I am tasked to serve as their leader), which is indispensable on the part of one who is committed to teaching to the education process itself. “…all educational practice requires the existence of subjects who while teaching, learn.” Paulo Freire

Listen, learn, grow, share. My grandfather passed at the age of 96 and at his bedside was a book. To the end he considered himself ‘uncomplete’ and a work in process. I learned so much from his reading, his stories his life…I feel so fortunate to have spent so much time with him and learned so much from him. I shall share stories about him another day. As I have shared previously form the late, great John Wooden, “A leader who is through learning…is through.”

LEADERSHIP LESSONS I LEARNED FROM MY MOTHER

frank.cotajr1@gmail.com (Frank Cota) — Sun, 18 Dec 2022 14:57:38 GMT

This is a subtitle for your new post

“People don’t care how much you know until they know how much you care.” John Maxwell is credited with this wonderful quote which is at the heart of leading, teaching, or coaching. I believe, if you don’t care about people, you should not lead them. John Maxwell , a leadership author and speaker I have followed and read for years, has been doing a series sharing the lessons he learned from his father, who passed earlier this year. In that vein, I would also like to share a few nuggets I learned from my mother, who passed inn 2015.

A question I would often ask of leaders is, “How would you feel if the people you loved and cared for the most were being led by you, in the manner you are leading, within the environment you are creating, the respect you are giving, and the empathy and compassion you are showing? If they hesitate, look uncomfortable, or answer, “fine!”, I would ask some follow up questions about how they might better work to create a more optimal environment. This is true…every person who walks through our doors is someone’s mother or father brother or sister… family or friend… much loved and they are deserving of the best possible leadership and guidance we are capable of delivering. When people feel better, they perform better. And if we are working to ensure optimal outcomes, it starts with treating, leading, and guiding our people well.

I recently heard from a teacher who helps high school age kids learn vocational skills that she takes a very “managerial approach” to teaching the kids and doesn’t use humor or too much personal interaction in this module because, “Managers won’t care about them, only about what they do.” It was not my place OR class (I was merely a substitute assisting a large group) I paused, took a breath, and moved on to help some of the other kids. As I thought about this, I thought about my mother. She was a very successful educator for over 3 and a half decades. Success, in this case, means that the children performed well on their standardized tests, learned well, achieved good grades, BUT, more importantly, loved to learn! They loved to learn because they loved my mother. They loved my mother because she loved them…

My mother taught elementary school throughout her entire career and loved every minute of it and because the children knew she cared about them. When she opened her heart to them, they opened their mind to her and allowed her to teach them. This may seem counterintuitive because the kids are supposed to learn. But what a child is supposed to do versus what they actually do, depends largely on their mindset. When someone cares about you, invests in you, and loves you, there is a higher probability that that investment of love will pay dividends in their efforts. I realize that this is NOT always the case, but truer than not, in my experiences. Colin Powell also has a wonderful quote about the impacts his parents had on his life, he says in his book, “My American Journey”, “My parents did not recognize their own strengths. It was nothing they ever said that taught us, I recalled. It was the way they lived their lives, if the values seem correct or relevant, the children will follow the values. I had been shaped not by preaching, but by example, by moral osmosis.” I know my mother had a most positive impact on my sisters and I as I know she did for the children she taught.

I know that the people we serve in our employment are NOT children, however, when we show genuine care and compassion for them, they work to do more than expected because the leader, in showing that care and compassion for them, is also doing more than expected. Here are a few Lessons I learned from my mom:

1. Care about what you do! If you don’t, it will show, and your people will know. And if you don’t care, why should they? If you genuinely don’t care, as John Maxwell has also said, “Change your attitude or change your address.” My mother loved when she did, and it showed. You can codify a process but NOT love.

2. Care for whom you do it. “Systems become dated. Buildings deteriorate. Machinery wears. But people can grow, develop, and become more effective if they have a leader who understands their potential value.”- John Maxwell. My mom loved the kids she taught, and they knew it and felt it, and worked hard daily to show it through their efforts.

3. Reward the right behaviors and NEVER allow toxic leaders OR employees to remain just because “They’re the only ones who know the ________ (place item of record here, i.e., process, system, vendor, etc.,)” Train and develop others to mitigate bottlenecks or failures in processes so your “toxic experts” don’t hold you hostage. My mom NEVER allowed one or two troublesome kids to derail efforts for the others. She connected with them and their parents, held them accountable and helped them to try and understand that what they were doing wasn’t helpful to them or the other students. It most cases in worked, in others it did not, she made these efforts no matter the circumstances because she deeply cared for the kids and wanted to see them succeed.

John Wooden said it best here, that, “ Those I led were my extended family. And love is present in every good family. You must truly care about the lives and welfare of your team members, and demonstrate it with concern and support within a disciplined environment.” My mom exemplified this every day. There is an old saying that says, “To know her is to love her”, and my mother was loved so very much…

So, the question remains, “How would you feel if the people you loved and cared for the most were being led by you, in the manner you are leading, within the environment you are creating, the respect you are giving, and the empathy and compassion you are showing? I would hope the answer is “Great!”, or “Fantastic”, but if you recognize there is some opportunity for improvement, I hope you take some time to reflect how you might work to create an environment and conditions that better serve your people. My mother is gone, but the lessons…and her love…live on.

PASSION- A LEADERSHIP NECESSITY

frank.cotajr1@gmail.com (Frank Cota) — Sun, 09 Oct 2022 15:14:11 GMT

This is a subtitle for your new post

“Great leaders inspire a great sense of hope, possibility, and confidence even under the most trying circumstances.”

-Oren Harari

Former U.S. Army General and Secretary of State, Colin Powell, was, and still is, one of my heroes. I have the deepest respect and admiration for the dedication, passion, and enthusiasm he exuded throughout his life, beginning with his time as an ROTC cadet in college and maintaining this passion throughout his career. This passion never waned. His intellect and warrior ethos still inspire me, and so many others to this day.

Passion exuded by a leader provides the catalyst for perpetuating exceptional attitudes and outlooks by all those in the organization. If you want your organization and people to succeed, it must be genuine and constant. This is the challenge for a leader, as often, circumstances and situations may drain a leader. This is natural; however, it’s times such as these when passion is even more important. During challenging times, followers will automatically look towards their leader for guidance and more importantly, inspiration. Winston Churchill, former prime minister of England who led Great Britain through the most challenging times of WW II (1940-1945), stated, “ Success is measured through our ability to maintain enthusiasm between failures” (Harari, 2002, p. 227).

Enjoying what one does certainly allows a leader to better typify the passion desired in others. Moreover, a leader has an inherent obligation to reach down and display boundless enthusiasm for what they do. English novelist and short story writer, E.M. Forester most succinctly said regarding this that, "One person with passion is better than forty people merely interested” (Forester, 2010). This statement is even more applicable to leaders.

Leaders without passion pose a huge threat to any organization. A leader’s attitudes and actions affect the followers, and for better or worse, the organization reflects the leader. A passionless leader results in passionless organizations that aspire to nothing. American philosopher and essayist, Ralph Waldo Emerson believed that, "Enthusiasm is one of the most powerful engines of success. When you do a thing, do it with all your might. Put your whole soul into it. Stamp it with your own personality. Be active, be energetic and faithful, and you will accomplish your object. Nothing great was ever achieved without enthusiasm” (Emerson, 2010).

When leaders come across junior leaders who are failing at meeting the needs of the organization and its people then it is imperative that you either work to help them, as previously stated, “be good or be gone”, Colin Powell comments the importance of this very issue by saying, “ …underachievers …be reviewed, retooled, or removed” (Harari, 2002, p. 25). Leaders must instill passion in the masses and remove leaders who fail to create the necessary desire in others. This aspect of passion, according to Colin Powell means that leaders “Generate the interest of ‘the led’, so that- they contribute to the work of the organization and want to be part of what’s going on” (Harari, 2002, p. 70). This concerted effort must be displayed regardless of the task or assignment the leader is performing or charged to supervise. Powell (2007) says again with some foundation in this statement from Aristotle, “If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude “ (Harari, 2002, p. 198).

It’s also important to note that when a leader finds him or herself performing a role that they may feel is not worthy of their experience or abilities, to perform with passion even more so. In the Army a Soldier will go from serving as a leader to serving a vital role in the staff. Many times, leaders feel that such roles are beneath them or that because they are not leading Soldiers, they are not really doing what is important. Nothing could be further from the truth. The reality is, that the staff serves the line and without dedicated and competent staff that have worked and served in the line, poor plans and products can result. Moreover, Soldiers, or others who must serve in staff roles must keep several things in mind before allowing themselves to perform below the level they have always performed or externalizing poor attitudes while serving in these capacities. Remember that it is, as all other roles are a vital role and one that is typically served in for a finite period. The natural progression of ascension requires fulfilling these vital roles to allow a leader, Soldier, or future leader preparing for the next level the opportunity to serve the entire organization. This allows the leader the chance to see how these staff functions work to plan, prepare, and execute the larger organization’s mission. Eventually, the leader will return to the leadership role with a much better understanding of the “big picture” and will be better able to explain to the led the importance and requirements that the higher organization expects.

Lastly, when the leader does return to a leadership role, members of his or her organization will ultimately be tasked to serve in these roles. If you as a staff member had a poor attitude, performed poorly at the staff role because you did not like it or felt that “because you weren’t leading it wasn’t worth your time”, how will you be able to say with conviction and passion that the person who has now been selected to perform a staff role, should do and perform their best if you had not done so when you had served there?

Bil Holton in his book, “The Leadership Lessons of Ulysses S. Grant” says, “There is no insignificant work-only insignificant effort.” (Holton, Leadership Lessons of Ulysses S. Grant, 1995, p. 108).

Example and passion in all things you do will serve you well not solely for the results achieved but the moral foundation that you establish which will allow you to give sound and truthful counsel to those who will also potentially serve these in roles.

It is sometimes challenging when leaders are tremendously passionate about what they do. This is because the nature of any organization is that many will not share your passion or enthusiasm and see your desire as “kissing up”, or as “brown nosing”. However, if what you do is done out of a visceral desire to excel and help others to excel, then you cannot allow yourself to be hindered by such a thing. Additionally, this passion allows you to hold others to higher standards of conduct and performance. Having said that, leaders must also temper their expectations with some reality. This is not to say that a leader should be overly cynical when thinking that followers will not commit themselves to the same high standards of the leader. If you as a leader are an above average performer and expect always that followers will perform to that level, to your level, and not the level of expectations set forth in doctrine, or written standards, often, you will be disappointed. It is just the reality that a leader must understand. If you as a leader always perform above all established levels of standards and guidance, as your natural passions may carry you to do, you can absolutely expect followers to try to emulate you. If they do not, don’t punish those who fail to emulate your passion.

Every organization both big and small has the exceptional and ordinary. As a leader, it is your job to give them all you have to offer regardless of if they reciprocate. I realize this is challenging. It is a natural tendency for leaders to give the most to those who also give their best. But a leader must temper passion with reality and work to not alienate those who may not have the same desire and commitment. Be passionate but also be patient. Work to spend time with those who will add the most value to the organization. This may seem to contradict what was stated before about giving the most to all members of the organization, but this is not “giving” but rather “investing”, and much like investing in the markets, you invest the most where there is the most to be gained, but you must be diverse in your investing to allow the best possibility and opportunity of a return.

In an organization, the people who are the most passionate about what they do are those that will add the most value to any organization. However, a leader must also, “Consider everyone on his or her merit. Accept talent, commitment, and character wherever you find it. Do your best to look beyond the surface of family background, social status, degrees, and the patina of appearance. Real leaders look hard for real people with virtues” (Briner & Pritchard, 2008, p. 16). You as the leader must seek, find, develop, and invest in your organization.

Hey, Never Lose Your Boy!

frank.cotajr1@gmail.com (Frank Cota) — Wed, 28 Sep 2022 20:56:55 GMT

This is a subtitle for your new post

Growing old is mandatory, but growing up is optional.” – Walt Disney

“Hey, Never Lose your boy!” These words were spoken by Jim Carrey at the end of his Saturday Night Live hosting performance on January 8, 2011, though this statement is seemingly innocuous, these words resonated with me and have stayed with me throughout the years. I always watch the ending of the SNL because I imagine what they are thinking about, how the show went, what they will do after, what new things they want to try for the next show, etc.… The saxophone wails in the background, the applause of the audience echoes in the studios of 30 Rock, cast, crew, and guests hug and wave goodbye to the audience…. I have always loved this uneventful part of the show… But I digress. Though I am sure you know of Jim Carrey’s work and the many films he has done, you know he doesn’t take himself too seriously and he will go the extra mile to get a laugh. You may or not be a fan, but to appreciate the value of his statement, “Never lose your boy!” (Or girl, of course) you don’t have to be a fan.

The very instant he said it, I felt I knew what it meant. I felt it meant to never lose your wonder of the simple things that make life fun. Childlike wonderment of blue skies, giant kites with dragon tails, ice cream, and riding your bike so fast that you felt sure you would take flight at any moment! For those that of a certain age that may be considered…more seasoned (Yes, I like seasoned instead of OLD…) It means the excitement of being a kid and waking up at the butt crack of dawn on Saturday to watch your favorite cartoons (There were like, 3 total channels on TV at this time and they all showed cartoons from 6:00AM to about 11:30AM) and eating a bowl of cereal out of a mixing bowl using a spoon the size of a ladle! (Oh wait, was I the only one eating a giant bowl of cereal at age 5?) Cartoons Like Grape Ape , Speed Buggy , Groovy Goolies , Super Friends , (Yes, Friends, how many of us have them?) and everyone’s favorite homicidal feline and protagonist mouse, Tom and Jerry , to name a few.

I felt Jim Carrey’s words to mean no matter the age of the body that carries you, your soul can stay young, enthusiastic, and exuberant. That you should feel free to laugh at farts and fart jokes, giggle at the word, poop, and laugh out loud when someone sneezes and a giant booger flies out of their nose and hits the wall!

The world is a serious place, but our lives may not always have to be. Simple pleasures, simple laughter, simple musings. To me, the phrase, “never lose your boy” meant the world will always take itself seriously, events that happen around the globe are serious, time, events, and hardships will demand you to be serious…but there are also many times when just being the unserious boy and girl of our youth is all we need to do, on occasion. It is important to allow ourselves permission to have fun, be free, and laugh at the silly things in life. So, I say, as Jim Carrey said all those years ago, “Never lose your boy!” The body will grow, the mind gains knowledge, but allow the spirit the freedom to have fun and be filled with childlike wonder and amusement.

“FOR US?” CONTROLLING THE CONTROLLABLES

frank.cotajr1@gmail.com (Frank Cota) — Mon, 11 Jul 2022 11:40:26 GMT

This is a subtitle for your new post

Pause to allow emotion to pass…Think about what you want to say and the outcomes you wish to see…respond in a manner that reflects your best self. “In times of crisis, anger is a poor counselor.” I had to work diligently to exercise the “Pause, Think, Respond”, technique, which I have shared previously, very recently…. I learned this technique decades ago while earning my instructor certification thought the Total Army Instructor Course, when I was faced with a situation that tested my patience and my temper. The basics of this technique are listed here.

1. Pause.

a. What has been asked?

b. How can I quell emotions that may have arisen?

c. “Seek first to understand, then to be understood.”-Steven Covey

2. Think

a. What outcome to I wish to achieve?

b. Will what I say serve in achieving this?

c. Will what I say damage the relationship?

3. Respond

a. With even tone. (I read an article where the actor Idris Elba heard his father say, “Don’t’ raise your voice, strengthen your argument.”

b. If you are unable to respond with decency, kindness, and respect, then just respond by stating that you will follow up with the person within a day or so. This allows you to get your emotions and thoughts in order thus allowing you to respond in a manner best representing yourself and preserving the relationship.

As I was washing my car a few days ago, a young kid (Caucasian) probably about 21 years old approached me about doing some roof work (inspections) on my home. I engaged with a young man for a moment sharing that I was mildly upset with our HOA, as it has its arbitrary enforcement of yard standards and landscape. I shared with the young man that soliciting was prohibited by the HOA to which his response was that he wasn't selling anything merely offering roof inspections (He works for his dad, and they also live in the neighborhood) of course I had to clarify with a young man knocking on the door and offering services by definition, is soliciting. At any rate we continue to engage in discussion about what he was doing, and I conveyed to him that I appreciated what he was trying to do and that I was also a small business owner, so I completely understand that the hustle is real. There is a small statue sitting on my front stoop of a soldier saluting which I purchased a few years back during Veteran’s Day. I was a soldier for 25 years, retiring as a Sergeant Major in the United States Army. As we were speaking, I pointed to the statue and shared with him that I was A Soldier once and so I can understand the value of “walking a post” and working to make things happen.

He said, "So you served?"

To which I responded, "Yes, I served for 25 years."

He then cocked his head back in mild confusion and asked, "For us?"

I stood for a moment, shocked and with anger rising trying to digest what this young man had just said when he said, "for us?" I was trying to understand why he would ask such a ridiculous question. Typically, when people ask about your service they'll ask questions like, “What branch? or "Were you enlisted?", "Were you an officer?" What countries have you seen? "What did you do?" After I paused, and thought, I responded…

"Who's us?"

He says, "The United States."

I said, "I was a U.S. Army Soldier."…as I fought back the rage, disgust, and disdain that was welling within me. I wish I had just ended the conversation and went on about my business but, trying to be the consummate professional that I aspire to be, I paused, thought, and responded. I continued, calmly, I must add, to engage the young man and dialogue about sports talk and other items of that nature because the young man had said that he had run track and field in college to which I responded that my daughters were college athletes and had done exceptionally well. I also communicated to him how much I loved serving and how much I truly enjoyed leading, coaching, training, developing, and mentoring our nation’s sons and daughters while I served.

The conversation ended rather politely, but as I had time to digest this event, I became more and more enraged. What does it say about someone when they see a brown face and ask the question about your service in the form of not what branch, but what country? I don't understand… I fail to understand what prompted him to ask such a ridiculous question of me. It should also be noted that I have two U.S. flags prominently displayed in my garage on two sides of the garage (My garage was open at the time of the discussion, and we were mere meters from it as we spoke) with my U.S. Army license plates that I had taken off my old truck prominently displayed on either side of one of the flags. My license plate says, “Disabled Veteran US Armed Forces” and “Legion of Merit Medal” above this with the emblem of the award prominently displayed on the left side of the Texas license plate. I thought for a moment during the remainder of our conversation, “Should I chastise the young man for his lack of observational skills, or should I be appalled at what I perceived to be outright racism prejudice and utter disrespect?” It should also be noted that the lion’s share of this neighborhood is either Asian or white. I…, I am a Mexican- American. I am a brown man……but it shouldn’t matter…It doesn’t matter… I have served with people of color not just in the Army but throughout my post 12-year military career. I am disgusted appalled and angry that this young man would ask me the question, “For us?” It is a travesty this young man was representing his father's roofing company and I can tell you with absolute certainty that I would not hire this roofing company if I had a hole in my roof the size of a swimming pool and it was raining meteors on my head. I would rather, quickly throw up a tarp and an umbrella and cower under the bed, than hire this company…. I think I'll pass on the free roofing inspection (Which is why he stopped over in the first place) …. So, when you find yourself in a tough situation, “Pause, Think, Respond.” We can’t control others’ thoughts, behaviors, and ignorance…but…we can control our actions and reactions.

“For us"? I WOULD SAY…"FOR ALL... MY FAMILY, MY NAME, MY BROTHERS AND SISTERS IN ARMS…. FOR MY NATION…FOR ALL!!!” …AS IN, "With Liberty and Justice for all…"

SANDBAGGING LEADERSHIP DEVELOPMENT

frank.cotajr1@gmail.com (Frank Cota) — Mon, 27 Jun 2022 19:04:07 GMT

This is a subtitle for your new post

I had the great honor a few days ago to attend the change of responsibility ceremony for a good friend who had been serving as the Command Sergeant Major for the 32nd Air and Missile Defense Command (AAMDC) and he had shared with me how much he had appreciated the value of this little story that occurred over 17 years ago in the deserts of the Yuma Proving grounds in Arizona. I call it, "Sandbagging leadership development."........

I can imagine as you scan across the words of this paper you wait to hear the sordid and horrible tale of a unit that “sandbagged” leadership development in lieu of driving on with the mission, however this story is quite to the contrary. Sandbagging is defined by Webster as: “to thwart or cause to fail or be rejected, esp. surreptitiously or without warning” It may be with threats, or it just may be an environment that is not conducive to taking initiative and empowering leaders. This term has many negative connotations, but I can assure you as you continue to read, the title is more a literal interpretation that a figurative one.

This small tale, while on the surface may seem trivial and insignificant, is really a small snippet of a case study in good leadership and teamwork. I was First Sergeant for “The” Echo Battery, 3 ^rd Battalion, 2 ^nd Air Defense Artillery Regiment, of the 31st Air Defense Artillery Brigade. (The term “The” is used much like the athletes of Ohio State University say “THE” Ohio State University, meaning they are the best, there were many Echo Batteries from other battalions, but we dubbed ourselves “THE”) We were stationed at Fort Bliss, Texas. It was March of 2005. The unit, Soldiers, and leadership within Echo Battery were nothing short of exceptional. The current leadership team to include the commander, the 1SG, platoon sergeants and platoon leaders, and been together for at least a year. We had built a very close and tight-knit team and family. Because of our exceptional continuity our battery was tasked to perform a mission that though was within the ADA arena, was a task somewhat “out of the box” in terms of what a PATRIOT Battery had ever performed before.

With the global war on terrorism continuing and insurgents mounting ever increasing artillery and mortar attacks on the Forward Operating Bases (FOB’s) in Iraq, the Army felt it necessary to bring in a system to mitigate the attacks. A battery from 5th Battalion, 5 ^th Air defense Artillery Regiment was tasked to train and eventually deploy into Iraq with a system that would thwart these types of attacks. Our battery’s mission was to establish and maintain a logistical base of operations at the Yuma proving grounds in Yuma, Arizona and assist the unit with preparing for deployment as well as prepare, train and certify both the deploying unit and our unit for a convoy live fire exercise. The entire Echo Battery performed nothing short of outstanding. Every Soldier’s contributions in terms of developing techniques, tactics, and procedures (TTP’s), as well as performing every day tasks were an incredible team effort.

At the end out our mission we were preparing to redeploy back to Fort Bliss. One of the many tasks that we had to perform before clearing the FOB was to move the sandbags to the sandpit across from the FOB and dump the sand back into the pile. We had used the sandbags to fortify the vehicles for the convoy live fire exercise.

I sent a platoon to upload the sandbags into a 5 –ton truck in preparation for this mission. As my commander and I watched them line-up to load, we proceeded to join them in moving the sandbags. There were about 800 sandbags and so a platoon was more than adequate to get the job done, but we felt compelled to assist. A few seconds later, and without asking or prompting, another platoon leader, platoon sergeant, and their respective platoon joined in moving the sandbags. A moment later the last of the platoons from our battery joined the efforts. As we happily moved the sandbags a little trash talking began and a line of 64 Soldiers proceeded to move like a machine and finished the job within a few minutes.

At the same time, the unit we had been tasked to support had also sent a small team to do the same for the sandbags they had used. They sent a couple of lower enlisted Soldiers but no Noncommissioned Officer. They were confused about where the sandbags were supposed to go and they didn’t understand why the sandbags couldn’t just be dumped in place. It is important to note that prior to Charlie Battery, 5/5 ADA receiving this mission to go to Iraq with this new system, the unit was in the midst of standing down and deactivating. The unit was stood up on the fly, so to speak, and so its leadership and Soldiers didn’t really know one another nor had they had time to build the teamwork and camaraderie that our Echo Battery had.

While our sister unit had some issues with the simple, our unit and the caring and involved leadership, made the mundane fun and involved ourselves in every aspect of the unit functions, from the complex to the simple. Of course, we assisted the young Soldiers of the other unit and helped them move their sandbags as well. The young Soldiers were amazed and startled to see a 1SG as well as a commander moving sandbags. They asked us why and the answer was simple. “If it is important enough for our Soldiers to do, then it’s important enough for us as leaders to be there.”

I know full well that a 1SG and commander aren’t necessary for such a simple task, however, our presence and participation reinforced the basic tenet of leadership by example that our unit leadership had lived by as a Battery and team. Such a small investment paid large dividends. These types of actions were indicative of the things our leadership had done both before and after this mission.

I write these things not to pat myself on the back, but rather to point out that it is the small things that lead to larger and more involved leadership. Leadership author, expert, and lecturer John C. Maxwell states in his book “The 21 Irrefutable Laws of Leadership” that “leadership is built on daily but not in a day”. It is the genuine and concerted efforts of leaders in all things big and small that allow a unit to trust and respect its leaders.

Echo Battery, in my humble and perhaps somewhat biased opinion, was a case study in exceptional leadership and teamwork. This is evident in the fact that so many of these phenomenal Soldiers have gone on to become officers from enlisted, warrant officers, platoon sergeants, 1SG’s, chief instructors at the Noncommissioned Officers Academy and so on. I know from the numerous emails that I have received from the Soldiers that once comprised Echo battery that it was more that the natural career progression that prompted these promotions and accessions, it was their deep and visceral desire to want to do more and be more inspired by their time in being part of Echo Battery 3/2 ADA, 31 ^st ADA Brigade.

I know that I too have learned and grown from my experiences with that awesome team of Soldiers. Just as the guidon given as a gift to me from the Soldiers from the battery is displayed proudly within my office, so to shall the pride, love and memories of Echo Battery forever remain proudly within my heart.

MEMORIAL DAY

frank.cotajr1@gmail.com (Frank Cota) — Sun, 22 May 2022 01:37:31 GMT

This is a subtitle for your new post

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

CALMNESS UNDER FIRE-STEPS TO MINIMIZE STRESS UNDER DURESS

frank.cotajr1@gmail.com (Frank Cota) — Mon, 16 May 2022 12:45:04 GMT

This is a subtitle for your new post

“Y’all gonna’ die!” These words were the last thing a senior leader said to my friend and I, before we volunteered to help prepare a missile reload during a scud launch during Desert Storm. We were both sergeants in the US Army and had volunteered to uncover PATRIOT missiles during a scud attack that had just taken place. Intelligence at the time had units on high alert for the probability of use of chemical weapons by the Iraqis. I realize the conditions and actions taken are no where near as dangerous or harrowing as those experienced by other service members in combat conditions, however, it was a challenging event made all the worse by a leader submerged in fear, wallowing in his focus on self-preservation, and projecting his fears on to others.

Fortunately, my friend and I did NOT die, and were able to accomplish our mission. Suffice it to say that the senior leader that had uttered these words lost credibility with us, and the entire unit as word of his fear under fire spread throughout the unit. People may forget what you say but they watch what you do as a leader. I have not forgotten the way I felt when this leader uttered these words to us and worked diligently to make sure no one I led ever felt the way I did that day over 30 years ago.

We all have stressful situations happening daily. We cannot control events but only our reactions to these events. I would like to share several tips to help leaders under stress.

These recommendations include, controlling thoughts, emotions and behaviors under fire, making people feel safe, use of a pre-mortem tool, and two recommendations to take when people we lead fail to meet expectations. These first three items were shared with me by my daughter who works in the mindfulness and fitness industry, and I found these to be extremely useful. When stress hits, we MUST control our thoughts, emotions, and behaviors.

Thoughts- When encountering a stressful situation, thoughts can become our enemy. Jim Rohn says, “Every day stand guard at the door of your mind.” Do not allow thoughts of failure or fear to take hold. Replace them with positive energy, positive thoughts, positive outcomes. See success, be success! So, as you think, you become, as you become, you act.

Emotions-Thoughts fuel emotion, so feed them well… Control the urge to panic, become angry, or overly fearful. We are humans and our bodies will react to protect us. During stress, the body shuts down senses and activities such as smell, taste, digestion, etc. When faced with a stressful situation the body does what it has done for centuries, it puts the body in fight or flight to protect itself. Unfortunately, rational thinking also shuts down which prevents us from making the best decisions under stress. Control your emotions, do NOT allow them to control you. Take deep breaths, think through the situation, and remain calm. Your people are watching how you react, panic promotes panic, fear promotes fear. In times of crisis, fear and anger are poor counselors so heed not their urge to act out, act up, or act inappropriately.

Behaviors- Emotions fuel Behaviors our actions during stress can determine success or failure as well as set the standards for our credibility. I have shared these three small tips in previous writings, and they bear repeating here. Your behaviors should include a pause, think, and respond process. Pause, to allow time and emotions to pass. Think through your actions and expectations of those actions. Respond in a manner reflective of your best self. Be the leader you wish you had; be the leader your people need. Harry Firestone said, “You get the best out of others when you give the best of yourself.” Challenging times demand your best…give it!

Another stress minimizer…make your people feel safe. Leaders Make People Feel Safe- In a Ted Talk, Author and Speaker Simon Sinek talks about how good leaders make their people feel SAFE . Leaders work to make the environments people work in safe, he states, “When people feel safe and protected by the leadership in an organization, the natural reaction is to trust and cooperate.” He speaks of how the Circle of Safety ensures that people within have trust that leaders will protect them within that circle so they may focus on the “dangers that lie outside it. When people fear what’s “in the circle” and what is outside of it, an unhealthy environment result (Hypervigilance). Good leaders create a safe environment both Physically and Psychologically . “Good leaders worry about others before they worry about themselves.” - Simon Sinek. Less stress means less likelihood of operating “under fire.”

A fantastic tool that helps minimize stress is use of a Pre-Mortem Tool . Consider this tool as your operational “emergency road kit,” that you can pull out when challenging situations arise. The pre-mortem tool helps assuage fears, putting measures in place, minimizing the impacts of failure. There are three basic steps.

1. Look ahead to the issues that could go wrong

2. Put measures and plans in place to help minimize them, checklists, notification charts, escalation matrices, etc. Memorialize them in a central repository where all staff that may need them can access them.

3. Follow the plans made in step 2, when the emergency planned for occurs.

It is like placing your keys in a specific area each time you come home to ensure you always know where they are. The plan exists before the need exists. You most certainly cannot plan for every event, but you can for the most frequently occurring issues. Knowing, understanding and sharing these plans helps put your mind at ease and minimizes the possibility of working under duress.

Is Everything OK? Sometimes your team will miss the mark or a deadline. It is only human to fail. When a failure does occur, and it will, I recommend asking, “Is everything ok?” of your associate before taking them to task. People have so much going on in their lives, so when they fail to meet an expectation, it is always advisable to make sure that things in their life are ok. Sometimes a sick child or other family member, financial burdens, mental stress, etc., may be taking a toll on the team member that impacts their performance. Asking if they are OK and if there is something you may do to help them will not only help them to feel better about the situation because you have taken the time to ask about them, but also lessens the stressors on them because they know you care and understand. As John Maxwell has often said, “People don’t care how much you know until they know how much you care.”

Another key action I recommend when a staff member you lead may miss a deadline or milestone is introspection. Captain (retired) Michal Abrashoff, in his book, “It’s Your Ship,” stated of this, “Whenever I could not get the results I wanted, I swallowed my temper and turned inward to see if I was part of the problem. I asked myself these three questions; Did I clearly articulate the goals? Did I give people enough time and resources to accomplish the task? Did I give them enough training? I discovered that 90 percent of the time, I was at least as much a part of the problem as my people were.” Asking yourself these three basic questions may lead you to the source of the issue…and that source may be you. As Commodore Oliver Hazard Perry stated during the war of 1812 after discovering a major battle loss was due to their own failures and not the prowess of the enemy, he said, “We have met the enemy and he is us.”

One last tip minimizing stress is strong self-talk and self-compassion. “You will spend more time with you than anyone else. So be careful what you say to you…” When you fail…and you will…when you fall…and you will…It is important to ensure positive self-talk. We often say things to ourselves when we fail that we would never allow another human being to say to us and yet, we are sometimes cruel beyond measure to ourselves. Take the time to speak to yourself as you would a good friend or loved one when they failed. What would be your words, tone and tenor? How would you want them to feel after the conversation? This is the way to speak to yourself after a failure. "Be careful with your words. Once they are said, they can be only forgiven, not forgotten." -Unknown- This is as true for yourself as for others…

4 simple but effective tools requiring daily thought and discipline.

· Controlling thoughts, emotions and behaviors under fire,

· Making people feel safe, use of a pre-mortem tool,

· Ensuring your people are OK

· Introspection.

As GI Joe says, “Knowing is half the battle.” The other half is executing. Your people are worth the time, efforts, and discipline needed to lead them well. They are America’s sons and daughter…and now…they are yours to care for so care for them the way you would want your family to be taken care of, because they are now…your family…

LEADERSHIP "ON THE RUN"

frank.cotajr1@gmail.com (Frank Cota) — Sun, 01 May 2022 23:07:01 GMT

This is a subtitle for your new post

Often times, as leaders, we find ourselves with many missions to accomplish and little time to make them happen. More often than not one of the first tasks neglected is mentorship of subordinates. Sometimes leaders feel as though the only way, or perhaps the best way to conduct a mentorship or Noncommissioned Officer Professional Development (NCOPD) session is in a classroom environment with many slides that cover a specific task or issue. Although this is a means I do not necessarily think it is the only way.

I have often quoted leadership great and expert John C. Maxwell as saying that “leadership is built daily and not in a day” this quote becomes more prolific to me with each passing day. I believe that a leader can take any moment or opportunity to teach, conduct a professional development session, or teach a task to a subordinate or Soldier. This same sentiment was brought to my attention some years ago as a student at the advanced noncommissioned officers academy (ANCOC). Then commandant of the NCO academy, Command Sergeant Major (CSM) Fox (now retired) was addressing the ANCOC students and he relayed the importance of taking advantage of every opportunity to train and mentor subordinates. He spoke of taking those few moments from walking from the barracks or parking lot to the motor pool and talking over some task or some issue from professional development and breaking it down and explaining the task or issue and then soliciting feedback from the subordinate to ensure their understanding.

If, after the session, the subordinate was better then when the talk began, the leader has just conducted a class or a professional development session. The important thing that he noted was that a leader doesn’t always have to have a formal venue or class in some presentation format to teach and mentor subordinates. Every engagement that a leader has with a subordinate is an opportunity for that leader to attempt to enhance and improve the Soldiers that he or she leads.

And so, some months after I had taken down these words and embraced their importance, I found myself as a new platoon sergeant in a PATRIOT Battery. Although I had served as a platoon sergeant twice before, I always made a concerted effort to improve on myself as a leader and on my Soldiers, I did not take for granted the position and how important it was, I still had much to learn and as a senior Noncommissioned Officer (NCO) and the second most senior NCO in the battery, I took to heart these words and worked diligently to avail myself to every Soldier in my platoon and took the time to teach and mentor Soldiers wherever I found myself.

One morning as I ran with my platoon I watched as one of my new Soldiers, a specialist newly arrived from an assignment in Korea, struggled to maintain the relatively slow pace. He breathed heavily and clearly, he was having a difficult time keeping up. This young Soldier was only 20 years old and was just a little heavy. I could tell that the weight had recently been put on and it was taking its toll on him.

As we ran, I asked if he was ok and I also asked him why such a young man was having such difficulty on such a slow run. He proceeded to tell me that while he was in Korea, he, and almost every member of leadership he was in contact with, spent most of their time in theatre drinking to excess and only doing what was minimally necessary to train and prepare the Soldiers for their tasks and drills. This being what he saw and being impressionable, he followed suit and spent the majority of his tour on what can only he described as a one year “bender”. Of course, only having his word and his condition I took what was said with a grain of salt but still knew that this Soldier was capable of much more. The fact that he had admitted on our little run that he was not performing to standard (although I didn’t need his admission to know this, his heavy breathing told me all I needed to know) and also that he wanted to be a better Soldier and ultimately a leader, indicated to me that this Soldier just needed a little guidance, inspiration, and motivation to succeed.

While conducting motor pool maintenance, I took the time to talk with this Soldier and his section sergeant about the path ahead for him. I continued to encourage the Soldier and routinely indicated to him that I saw a great deal of potential in him, which I did. Something inside me instinctively told me that this Soldier was capable of so much more, I am not quite sure what it was, perhaps it was just the fact that the Soldier had reached out to me and indicated that he wanted to become a better Soldier. Whatever it was, my faith, encouragement and investment from these small encounters began to pay dividends.

Over the course of the next few months, the Soldier dropped about 20 pounds, he stopped drinking, and he committed himself to mastering his drills and tasks. He sought self improvement through attending college and taking correspondence courses, and ultimately, his section sergeant and I recommended him to attend the promotion board for promotion to sergeant.

He went on to become my best NCO, his mastery of drills and tasks surpassed many other NCOs’ of senior grade and he was recognized and selected as the Soldier of the quarter some time after the promotion board. He went on to interview for the battalion Command Sergeant Major’s driver, and was selected over 5 other Soldiers. I kept contact with the Soldier as he progressed in the battalion and charged him to remember these lessons learned and more importantly, to pass them on to those he would soon be leading.

I know that not every investment of time in a Soldier will always net such positive results, but the fact clearly remains, in my experience, investing time in Soldiers whenever the opportunity presents itself, is always time well invested, I say invested and not spent because to me spending time indicates an expenditure without an asset to show, but an investment shows a clear preparation and long term set up for the future.

In working to mentor and assist this Soldier, it didn’t require a detailed PowerPoint presentation, a classroom with papers and tests, or anything out of the ordinary. All it really required were the recognition of potential and a true desire to invest some time in a Soldier and make a difference.

During the aforementioned time, the unit was, as was every unit, involved in a multitude of tasks, missions, and gunnery tables, so although time was not always available to conduct an “NCOPD” as it is known there was always time to take a moment “on the run”, to help develop a Soldier.

In my assessment you don’t need props or PowerPoint to develop Soldiers, only recognition of talent in people and the passion to help them be better. This Soldier came to talk to me some time after he had assumed duties as the CSM driver, he thanked me profusely for believing in him and showing him that there was more to the Army and leadership that he he had experienced and witnessed during his assignment in Korea. I told him that the best and most sincere way to thank me would be to teach what he had been taught and to work hard to never have Soldier whom he was charged to lead, feel as poorly about the Army as he once had.

In an Army engaged, at war, and an organization, on-the-move, “leadership on the run” may be the only time you may have as a leader, just because it may be a quick encounter here or there, does not mean that it can’t be effective. Although it may seem cliché, it is not always necessarily the quantity of time spent with Soldiers and our people but the quality, make very moment count, our people are our future and our legacy.

Regarding mentorship and leadership, because of mission requirements we will never find the “right time” to mentor; only the “right now”, our time is now! We as leaders must use every moment at our disposal to make it happen. If now then when, if not you, then who?

"LEADERSHIP NIGHT VISION GOGGLES (NVG'S)"

frank.cotajr1@gmail.com (Frank Cota) — Fri, 29 Apr 2022 20:25:25 GMT

This is a subtitle for your new post

Night vision goggles (NVG’s) “…give soldiers a crisper image of the battlefield and even allows soldiers to fire their weapons without exposing themselves to enemy fire and boosts a dim, dark scene.” What night vision goggles do for seeing the battlefield, decades of leadership and operational strategic planning and risk ID/mitigation, do for leaders in service to the nation or to corporations. It gives them a crisper image of what is happening and boosts a dim dark scene around them and allows them to execute daily without overly exposing the organization and themselves to danger.

I certainly do not wish to compare battlefield risks to corporate risk, but merely to point out that military leaders’ years dedicated to serving, build an unconscious competence in their ability see to things and avoid failures and issues that others with lesser experience cannot see. Seeing the unseen and forecasting the unknown are critical skills leaders work to develop over time as they recognize the risks associated with failure can often be catastrophic. For this reason, military leaders take great pains to be lifelong learners, to work to identify risks, mitigate them and see more and see farther. For to not see them, can often mean loss and death. Even with the most honed skills, failure, unfortunately, still happens, of course, but military leaders at all levels, especially the senior levels, work to mitigate failures to ensure our sons and daughters may return home safely.

Anyone who has had night vision goggles on (NVG’s) has probably had the chance to use them and have seen others within an area, not have them on. It is always a little comical because, when you are wearing the NVG’s you can see people stumbling in the dark, walking with their hands out in front of them to make sure they don’t run into anything, walking around kind of like a tactical “Frankenstein’s Monster.” All the while, you sit in amazement at how clear you can see things, how quickly you can identify hazards in front of you as others, without them, stumble into things you can see, and perhaps may not be able to warn them about.

The exceptional clarity that NVG’s equip service members with is precisely the same level of clarity that decades of leading, training, team building, and risk mitigation equip leaders with to mitigate “falling into a hole” in mid stride. When leaders leave service these “leadership NVG’s” do not come off, however. As you navigate your way through your role in the civilian sector, you are “seeing” more than others. You may see leaders with impressive titles and “years in the business” with, what they think are “NVG’s” on their heads, yet they stumble through basic leadership and team issues because they do not see the “holes”, they are walking in to just as those service members we spoke of earlier do not see the holes, because they are ill equipped to see them. You may briefly stare in amazement as they fail to correct one leadership issue after another, astonished that they are unable to see the things that you see. Moreover, your attempts to warn them of their missteps may lead to a cautionary, “I know what I am doing, this is not the (Place service of choice here, Army, Navy, Air Force, Marines, Coast Guard) we know what we’re doing!” They adjust their “NVG’s and plod forward. But wait, as you look at their NVG’s, you seem to notice something, they look, like plastic, and, they seem to have a strange lever on the right side that looks vastly different from any you have seen before…. You ask the leader what he has on his face, and as you ask, you see them for what they really are…Those aren’t NVG, it’s a stinking View Master, and every time they don’t like what they see…they just flip the lever and change the view…..

Of course, I exaggerate for effect, but the essence of what I am saying here is clear, the decades of leading people through various task, missions, and operations have equipped military leaders with these instinctive abilities, honed over time, sharpened over successes, and failures, and placed them in a position to ensure the safety, success, and growth of any team they may serve. Most importantly, I have found that leaders with military backgrounds work daily to improve their leadership abilities and that of their teams to ensure that every leader they serve is equipped with “NVG’s” and makes sure that their leaders never confuse “View masters” with true “NVG’s.” To quote the late, great, John Wooden, “A leader that’s through learning is through.”

AGE AND WISDOM

frank.cotajr1@gmail.com (Frank Cota) — Thu, 21 Apr 2022 21:02:04 GMT

This is a subtitle for your new post

Age doesn't always bring wisdom. Sometimes age comes alone." -This quote from Garrison Keillor seems most especially true in the area of politics. As I watch senate hearings, special sessions of congress, and debates, it seems that no matter the age of the person speaking, the responses appear more aligned with a juvenile response like, "Mom, John's touching me!!!!" than a well thought out, well-articulated statement. The general sense I get is, "The louder the better", no matter the content (or lack thereof).

Henry Ward Beecher once said that " “Ignorant [people] are like bombs… and it is not safe to have ignorant [people], for an ignorant [person] is an animal, and the stronger [their] passion and the feebler [their] conscience and intellect the more dangerous [they] are ."

I believe passion without thought and intellect is a "bomb" waiting to go off and creates divisive environments. This is most especially true for leaders. Words, as has often been said, matter, and the messages of leaders echo throughout the nation and resonate with people in different ways. If leadership is influence, then how are the words of the nation's leaders influencing constituents? It seems that leaders feel free to "cough" out "word viruses" and see whom they might "infect", as opposed to engaging in prudence and sharing thoughts to see how they might positively IMPACT, influence, and resolve. I believe incumbent on leaders to sue focus, discipline, and ensure their words and actions are best supporting the greater good. In John Maxwell's book, " Developing The Leaders Around You " , he states, " Great leaders always have self-discipline, without exception. Unfortunately, our society seeks instant gratification rather than self-discipline. We want instant breakfast fast food, movies on demand, and quick cash from ATMs. But success doesn't come instantly. Neither does the ability to lead. As general Dwight D. Eisenhower said, ‘There are no victories at bargain prices. ’” Our leaders will find no solutions at the "Dollar Store for Dullards" they seem to be "shopping" their ideas from.

John Maxwell has said that good leaders act as thermostats and NOT thermometers, for good leaders set the environment, as opposed to reacting to it. What I see by many politicians grandstanding on television is NOT creating the right environment but a divisive one. An agenda more set on being right that finding resolution. I think these politicians serve as a giant "turkey thermometer" popping up from the turkey whether the turkey is "done" or not…Politicians are in the role of making policy, however, they seem to serve more as "bombs of ignorance" than ambassadors of benediction…

Sydney J. Harris succinctly stated that "information is giving out, while communication is getting through ." What I see is a lot of "giving" and no getting through…Especially when it comes to working to unify with the nation.

If age comes alone without wisdom, I am not sure that one is best suited to serve. Ideally, with time, wisdom is forced upon you whether you like it or not, the question of harnessing that wisdom is another story altogether. If you are leading, I believe your legal, ethical, and moral responsibility must include educating yourself to best represent your constituents your state, and your country. I see so much buffoonery and bravado, and little compassion and caring in political discussions. Discourse devolving to disparagement is little more than childish antics ill-suited for leading and representing people.

FEAR VS RESPECT (KNOWING THE DIFFERENCE)

frank.cotajr1@gmail.com (Frank Cota) — Mon, 18 Apr 2022 12:00:14 GMT

This is a subtitle for your new post

Do what I tell you to do and don’t ask questions!” Many times, leaders believe that getting the job done without question or comment means that they are leading with authority. Moreover, especially with young leaders having those they lead scatter quickly when they appear on the scene or jump at the bark of their orders is a sign in their minds that they are leading…in charge…and respected, however, this is, in most instances not the case at all.

Leadership certainly has many definitions and connotations and getting the job done seems to be one of the many traits of being a good leader. Though this is important, leaders at all levels must understand that this is just one small part of leadership. It is very common for young leaders to rely heavily on positional authority and want to be feared because at this juncture in their careers, it’s really all they know. As a young sergeant in the U.S. Army, I recall using this authority often because my skills as a teacher, leader, coach, and mentor were limited and working to have those I led understand the importance of what they were doing and why seemed to be unimportant. “Getting the job done”, making it happen, as the Noncommissioned Officer motto says, was paramount and I wasn’t overly concerned with what lessons I was teaching or how I taught them. I had always heard stories of sergeants being feared and had witnessed so many times those who were leaders, yelling, screaming, and making a scene for every “failure” of those they led. I was flawed and impressionable and led in this manner early on in my career though I knew this was not leadership

As I grew as a leader, I came to understand that respect and fear were not the same. Leaders are supposed to have their fingers on the pulse of the organization and if you are feared, if those you lead scatter like roaches when the light is turned on, as the saying goes, upon your appearance in the workplace, then you may want to do a re-assessment of what you are doing and how you are doing it. How is it possible that you can have a firm grasp of what is going on in your organization or get the crucial candid feedback from your team if they run when they see you coming? How is it possible to make sound decisions when the people who see more and do more on a regular basis regarding the operations of your organization will not share what they know or have seen because they “fear” you? Albert Einstein stated that “Unthinking respect for authority is the greatest enemy of the truth.” Without the truth you will also be without the knowledge necessary to improve upon your organization and those you are charged to serve and lead.

A person whom I greatly respect, a pastor, who also served as a Soldier had once shared a story with me regarding a significant emotional event in his career. As he rose through the ranks, he had seen this leadership style of yelling and screaming. He had told me that this style of leadership was rewarded with praise and accolades by his seniors. Though this man was a pastor even at this time, he had not applied those basic Christian values of respect and support to his Soldiers. Yes, he got the job done and knew his job better than most. He had also been rewarded countless times for high performance in both peace and combat, yet the tale to this leader was told when it was time for him to depart his unit to go to another.

It is tradition in the Army that as leaders depart a dinner is held in their honor to give praise and to give gifts. It is normally attended by the leaders’ leaders and by those the departing Soldier has led. As the Soldier Pastor scanned the room of the farewell event, he slowly began to realize that the only people present were the junior leaders. He later learned that they had showed up reluctantly so. None of the young Soldiers that this leader had led attended the farewell dinner. As the Pastor told the tale I could see the hurt in his eyes and feel the pain in his heart even though this event had transpired so many years ago.

The younger Soldiers that the departing Soldier had led had not attended and could not be convinced to attend because of the way they had been treated. Let me be clear though, there was nothing overly horrible about the treatment. No abuse or humiliation, but certainly not mentoring and not respectful. The Soldier’s desire to be “feared” trumped all and in thinking the two were synonymous and being praised for this style by those above, the departing leader perpetuated what he thought was right. Generally, what gets rewarded gets perpetuated.

The Soldier was saddened by these events. After receiving some guidance from another senior leader about his leadership style and the fact that it was lacking in the fundamentals, most specifically, about mutual respect he worked diligently to change his style, the way he treated his Soldiers …. his leadership.

From that day on, he led differently, respectfully. He continued to have a successful career and enjoyed the respect and loyalty that he earned through his modified leadership style. Make no mistake, he was hard when necessary and compassionate always, but ever changed from that humbling and saddened occurrence of the farewell dinner that saw a farewell to his self-esteem for a short time after.

The point here is not that the young Soldiers didn’t show up. The point is why they didn’t. Yelling and screaming make for great Hollywood script, but it doesn’t make for a loyal following, especially when it is a constant. He didn’t respect them so…they didn’t respect him and showed it by not showing up to his farewell dinner.

What he realized is that fear and respect are not in fact the same as many people believe. Fear of a leader makes you do something; respect for your leader makes you want to do something. The latter takes more time, more investment, more passion, but the effects are long lasting, and heart felt and certainly go a long way towards paying future dividends for the current investment of respect and dignity. Leaders must always remember, as Albert Camus said that “Nothing is more despicable that respect based on fear.”

KINDNESS OVER CONFLICT

frank.cotajr1@gmail.com (Frank Cota) — Mon, 14 Mar 2022 12:45:04 GMT

This is a subtitle for your new post

An older disabled gentlemen walked into our offices for a scheduling appointment along with his spouse with anger in his face and a scowl on his mouth. They had come to the offices to appeal the area where the family must move to temporarily due to the renovation project that will see the home they live in renovated as part of the RENTAL ASSISTANCE DEMONSTRATION PROJECT (RAD) , a project that was designed to renovate the entire 6,100 units of public housing in El Paso, Texas through Public-Private Partnerships to ensure the future of the public housing and the ability to serve the nearly 6% of the population of El Paso for which the Housing Authority serves.

The family was not happy about the area we had assigned them for the temporary relocation and wanted to move somewhere closer to the area in which they currently lived. Our portfolio was limited, and we had to assign them to a home that was about 8 miles north of where they currently resided. The main concern the family had was that, among other things, the move would put the family farther away from the border crossing they would take every weekend to watch the gentlemen’s beloved “Lucha Libre”, (Wrestling) in Juarez, Mexico.

We knew this was going to be a potentially difficult conversation and myself, and my relocation manager, George Navarro, and key relocation staff were there bright and early to cordially greet the family as they came to our offices to discuss. We shook hands and offered drinks and introduced ourselves. The family refused any drinks and stared at us as an adversary and not as an ally. Suffice it to say, we could feel the disdain coming from both and maintained a friendly and respectful tone and demeanor throughout.

Mr. Sanchez (Not his real name) was very upset and immediately went into the details of why the move was upsetting them. George countered by thanking the family for coming in and asked about how they were feeling. (Mr. Sanchez suffered from several ailments due to advanced age (He had a cane for walking and a motorized wheelchair for prolonged trips about) as well as the fact that, he was once a “Luchador” back in his day.)

George commented on his love of professional wrestling and began to comment on how he used to enjoy watching the 80’s greats such as Hulk Hogan, Randy, “Macho Man” Savage, and Andre the Giant, to name a few. The moment we began speaking of wrestling, Mr. Sanchez entire demeanor changed! There was a spark in his eye. I shared that I use to box and enjoyed wrestling.

Mr. Sanchez lit up and began to talk about the many bouts he had fought in in Juarez. He proceeded to regale us with stories of his victories and his injuries. When his wife interjected after about 20 minutes when there had been no discussion about the appeal to be relocated elsewhere, he said quickly to her, “It’s OK, we’ll take the house they offered us, not let me finish this story.” Mr. Sanchez proceeded to share more stories. Each time, George would listen with interest, ask questions about his greatest victories, and what his favorite moves were. At one point, Mr. Sanchez asked George to stand up and showed him how to deftly step on the foot of an opponent while pushing him at the same time to take the opponent to the ground. Though Mr. Sanchez moved gingerly from place to place, in those moments, it seemed to us that he was once again the powerful and proud Luchador he had once been. Mr. Sanchez continued to speak about wrestling for another 30 minutes or so. We spent about 50 minutes talking about wrestling, and another 10, or less on their new assignment.

George was kind, attentive, empathetic, and focused on the needs and conversation of the client. He wasn’t concerned about being right, only about finding resolution. He maintained friendly eye contact and indulged Mr. Sanchez as he instructed George on the finer points of wrestling. George had truly put on a master class on client engagement and emotional intelligence. I dubbed him, “Jorge the Hero” for deescalating the situation and working to have the client pave his own way to a solution.

A few days later, the couple returned to give us both a gift of Luchador masks in thanks for our support and kindness. George’s empathy and kind interactions not only helped defuse that situation, but the manner in which we treated the family spread by word of mouth to other residents who were feeling apprehensive about their moves and allowed for smoother and quicker acceptance of their temporary residences as well as let them know that we were truly committed to helping our people.

George and I went to the family’s home the day of the move to ensure things went well and worked to ensure they had a pleasant moving experience.

About a year later, we came to find out that Mr. Sanchez had passed away. We were all deeply saddened to hear of his passing. We also thought about how we had all felt about our interactions with Mr. Sanchez that previous year and how we were glad that we had turned what could easily have been a very negative experience and poor representation of our organization, into a positive one, and one, thankfully, not filled with regret. For, if we had allowed the emotion of the day to also carry us down a path of anger, not only would we have escalated the situation, but we would also be filled with regret that we had not been kinder and more patient with Mr. Sanchez.

It has often been said that in times of crisis, anger is a poor counselor. George knew his customer and:

Listened intently to his concerns
Maintained positive demeanor and engaging eye contact
Indulged the client as he reminisced of his glory days in wrestling
Allowed the client to choose his own path, which happened to be the one we had hoped he would choose.

To watch the news, one may not think that kindness over conflict is the order of the day, but I believe that it is, that people are better, kinder, and more compassionate than they have ever been…. but stories of kindness don’t sell the news to make a quick buck for the day, however, stories and acts of kindness are ones that reside and resound in our hearts for a lifetime. You are my Hero, Jorge!

“I shall pass this way but once; any good therefore, that I can do or any kindness that I can show to any human being, let me do it now. Let me not defer nor neglect it, for I shall not pass this way again-.” Unknown

PHYSICAL AND PYSCHOLOGICAL SAFETY

frank.cotajr1@gmail.com (Frank Cota) — Sun, 06 Mar 2022 16:37:51 GMT

This is a subtitle for your new post

How would you feel if the people you cared for most in the world were working for you, being led in the manner you lead, in the environment you help to create? I have said this often and will continue to say this, every person that walks through our doors is loved and cared for by many people. They are sons and daughters, mothers and fathers, aunts, uncles, cousins, friends… Leaders have a legal, moral, and ethical obligation to ensure that everything within their power is done to ensure people go home the same way they came in, safe, sound, healthy, albeit, maybe just a little more tired than when they walked in.

Throughout my 36-year career there are two key items that I believe leaders must focus on to ensure the optimal workplace environment.

· Physical safety

· Psychological safety have always espoused the philosophy shared many years ago from the former chief of staff of the US Army, General Peter Schoomaker stating that, "Soldiers aren't in the Army, they are the Army." With this in mind I have always felt that, “our people aren't IN your company, they ARE your company.”

Let’s look at each of these.

Psychological safety- is found in the belief that you won't be punished or humiliated for sharing thoughts and ideas, questions or concerns. Integral to this are the shared understanding and values of the people that others on a team will not humiliate or embarrass (most especially leaders), reject, shun, or punish another team member for speaking their mind. Not only does psychological safety ensure team members can contribute without attribution, it also ensures leaders are getting vital information they need to ensure they make solid and well vetted decisions. In his book, "Its' Your Ship”, Captain US Navy Retired, Mike Abrashoff says of this, “ The moment I heard about it [the tragic sinking of a Japanese fishing boat off Honolulu by the submarine USS Greenville], I was reminded that, as is often the case with accidents, someone sees possible danger but doesn’t necessarily speak up. As the Greenville investigation unfolded, I read in a New York Time’s article that the submarine crew ‘Respected the commanding officer too much to question his judgment.’ If that’s respect, then I want none of it. You need to have people in your organization that can tap you on the shoulder and say, ‘Is this the best way?’ or ‘Slow Down,’ or ‘Think about this,’ or ‘Is what we are doing worth killing or injuring somebody?’” –Michael Abrashoff

Leaders do this by creating an atmosphere of inclusion, respect, and kindness. Leaders must work to establish rapport and trust with their team. This can be done through, 1:1 lunch with staff. Team "brown bag" lunches, and coffee. Leaders throughout history have found that "breaking bread" with their teams is an ideal way to build relationships and connections that keep leaders informed AND connected to what is happening within their organization.

1. Make it a priority

2. Facilitate (everyone speaking up)

3. Establish norms for how failure is handled

4. Create space for new ideas (even wild ones)

5. Embrace productive conflict.me steps outlined by the Center for Creative Leadership list 5 key things to help create psychological safety.

Physical safety -One of the most critical aspects of a business is to ensure the safety and well-being of their team. In this regard, leaders must ensure all aspects of safety are adhered to in the workplace. No matter the industry, leaders MUST ensure that safety procedures and protocols are followed. Whether its ensuring safety boots are worn on the warehouse floor or forklift training and inspections happen, to providing active shooter training and safety evacuation drills, leaders ensure the safety of their teams. One of the old US Army Training Circulars (TC) for Noncommissioned Officers (NCO's) (TC 22-6) stated that NCO's are the "standard bearers and standard enforcers of an organization. I would submit that all leaders are tasked as such in any company and discipline and vigilant in regard to safety, and all things, goes a long way to showing people how much you care about them. With that, here are some key safety measures to keep in mind:

1. Use tools, equipment, and machinery property.

2. Report unsafe conditions

3. Wear all necessary safety gear/PPE

4. Keep workplace clear of clutter

5. Stay hydrated (even in the winter and cooler months, it becomes more difficult to detect when you are not sweating as much)

6. Practice good posture when sitting and lifting.

7. Take regular breaks

8. Be aware of your surroundings

Remember, our people are our family, and we must work daily and be discipled in ensuring their safety. How would you feel if the people you cared for most in the world were working for you, being led in the manner you lead, in the environment you help to create? I hope the answer is, “I would be proud and happy to have them here with me!”

HUMANE LEADERSHIP

frank.cotajr1@gmail.com (Frank Cota) — Sat, 26 Feb 2022 21:55:46 GMT

HU HUMANE LEADERSHIP...

In leadership it's not always the large strategic, grand things that a leader does that sets them apart. Many times, it’s the small and humane things that a leader does . In 1963 when President Kennedy was assassinated, Lyndon Bains Johnson had to assume the office of President aboard Air Force one as the 36 ^th President of the United States. A recent documentary of Johnson’s presidency speaks to an innocuous, but I believe important aspect of humane leadership. An act that demonstrates tremendous emotional intelligence and compassion for others. There is audio and photos of the swearing in of Johnson aboard Air Force one standing next to a recently widowed Jacqueline Kennedy.

After the ceremony veteran correspondent Bob Schieffer , that saw staff on the plane attempted to shake Lyndon Johnson's hand congratulating him, however, Bob reports that, LBJ, with his hands at waist level, waves his hands left to right refusing to shake hands. He realized the gravity of the situation and the horror, tragedy, and complete inappropriateness of such a gesture. LBJ was acutely aware of the experiences happening not just by the nation but by Jacqueline Kennedy and knew that it was improper to celebrate in a moment of absolute tragedy. This seemingly innocuous occurrence is one that speaks to the level of humanity that is critical in being a good leader and though you may take exception to the way he led and to some of the things that LBJ did during his presidency, in that moment… in that time… in that hour… he displayed the best of humanity. The weight of the world and a nation quite literally was thrust upon him, and yet, with so many pressing things on his mind, President Johnson had the presence of mind and compassion to know that this was not a time of celebration, but of mourning for our nation, especially for Mrs. Kennedy.

This brief moment of compassion and emotional intelligence are what, in my humble assessment, separates the good leaders from the truly great ones. I believe that as leaders, in things both big and small, we should always strive not to just do what’s right, decent, kind, empathetic…human…