Reflections on Leadership

As we come to a conclusion in this Leadership Communications course I reflect on what it means to be an effective leader. Denning describes several dimensions of "a different kind of leader" and we have spent nine weeks discovering the power of narrative in preparation of taking leadership to a whole new level. The lessons learned have given us new tools for our toolbox. Moving forward with this new found knowledge I feel confident as well as excited for my future as a leader.

Taking a closer look at Denning's dimensions of leadership we can clearly determine what it is going to take to be a unique and effective leader. He talks about allowing the world to work for you rather than against you (p.270). His comparison of the traditional leader to a boxer trying knock the world out with superior hitting power reminds me of the words of LtCol Jimmy Doolittle during the WWII air assault on Japan who said, "Japan's attack on Pearl Harbor was blow to America. This mission will be a pin prick to Japan... but it will be right through their heart". Surgical leadership is far more effective than massive attempts at making change. Using what we have before us to lead effectively is more efficient than cramming a round peg in a square hole. In my future story I choose to be a surgical leader. I will look for ways to use what is in front of me to find solutions to problems, work in harmony with the world offers me, and turn obstacles into opportunities. I will be what Denning describes as a Ninja Leader channeling my energy in positive directions.

Another dimension of leadership is building off integrity and authenticity. Our driving force should always be directing us towards doing what is right and real. Making decisions is a tough job sometimes, and standing on a solid foundation of integrity allows us to make tough choices with confidence. Denning writes, "Because you speak the truth, you are believed" (p.270). People will follow honesty and integrity. By making my values known and following through on my values will remove doubts of my intentions as a leader. We move forward as a team, not individuals. We need to know our leaders have the best intentions, integrity, and moral values. Without these core elements it will be very likely that any progress will have to be revisited and fixed somewhere down the road. I choose integrity and honesty. These core values make me a better person, and if I am to make better people around me through leadership it is paramount to have a command of this dimension.

Leadership can happen anywhere by anyone at any time. Denning's dimension of leadership that describes this phenomenon states "interactive leadership doesn't depend on the possession of hierarchical authority" (p. 271). In other words, leadership transcends common barriers and set parameters. It can flourish in any environment under any circumstances. Through self improvement and continuous education we can better prepare ourselves to lead whenever the opportunity arises. Often it is our personal moral compass that establishes the direction people want to follow. The better we are the better we will lead. Deon Sanders, one of the greatest defensive players ever in the NFL, said it best, "a play does not care who makes it... it only wants to be made". We may never know when our skills and abilities as leaders will be most needed, but being prepared to make that play when the opportunity presents itself is the key to being a strong leader.

I have learned so much from this course and authors like Denning. The most important aspect I can take away from this class is that these resources have got to be revisited over and over again. The sacred and feared samurai sword does not become razor sharp with a few strokes from a flint rock. It takes constant pressure and repetition to be sharp. Looking ahead to my future I feel empowered with a wealth of knowledge, sources of knowledge, and an understanding of how to be a better person and leader. I am excited to see what is next.

JP

Denning, S. (2011). The leader's guide to storytelling. San Francisco; Jossey-Bass.

 

Making Contact

We Texans are unique in several ways. One of these is the ability to have never met a stranger. We can talk to anyone (usually). Striking up a conversation with someone we have never met seems to be second nature for a true Texan. Now, obviously, this a gross generalization seeing as how there are millions of Texans and not all are privy to this canny ability, but for the most part, most of us can "chat it up" with almost anyone.

Personally, I have never really had an issue meeting new people. My curiosity outshines any shyness embedded in me, and a genuine desire to spark up a conversation is all I have ever needed to meet someone new. You never know who you might meet. If my attempts to "chat it up" are not met with its anticipated response it is probably for the better. McKay, Davis, and Fanning explain this plainly by saying "a refusal or your interest is a lost opportunity, nothing more or less" (p.207).

The trick (for lack of a better word) in getting to know someone new is to ask questions. People love to talk about themselves. So, the best way to find out about somebody is get them talking. It is amazing how much you can learn about someone once they start rambling on about their interests. Also, it is important to be a good listener. Not just in the sense of hearing, but making them feel as if they are heard. Leaning in and making eye contact are easy ways to engage. But, it has to be genuine. Body language often speaks louder than words. Our text for this week outlines several key elements to effective body language and transmitting interest in what another person is saying: lean in; be open, don't close yourself off with crossed arms or legs; make eye contact; smile; and physically touching them (p. 210). Now, in my experience, smiling and being open are great tools to use. However, touching other people must be used with caution. I prefer the two handed-hand shake, or a hand shake and touch on the shoulder. Small gestures can build a connection, but being obtrusive can do the opposite.

Honestly, I enjoy making people smile. We could all use a little extra smiling in our lives. Scientifically, smiling helps to release endorphins that trigger the "good feelings". If I like something about someone I will tell them. They should know, and maybe they needed that little reassurance. Who knows? My kindergarten teacher taught us it takes five warm fuzzies for every cold prickly. We might as well dish out some warm fuzzies. We may never know if there is a cold prickly abundance that needs some balancing out.

Our text defines conversation as, "the art of combining questions, active listening, and self disclosure in such a way that people keep talking and enjoy it" (p. 217). I define conversation as a natural element in being a social creature. AT&T made millions off their advertising slogan "reach out and touch someone". We can always benefit from meeting new people and learning new things from them. Sometimes it just takes a little push to step out from our comfort zone and touch someone. You never know what you might get.

JP

McKay, M. Davis, M., Fanning, P. (2009). Messages: the communication skills book. Oakland, New Harbinger Publications, Inc. Ch. 14

Knoweldge Sharing Story

As we humans develop our world around us it is important to pass on the knowledge we acquire. An effective way to share knowledge and experience with another is through narrative. Our stories can pave the road for others to travel and save them a few bumps and bruises along the way. My mother once told me there are two ways to learn life-lessons... from your own mistakes and through the mistakes of others. One of these is less painful than the other. I wish I would have paid more attention to her words as a young man because no words of wisdom have been more true.

I am in a unique position in the Navy. Entering my service at the age of 31 offered me a different set of lenses to view the world of naval service, or the military in general. The average Sailor is between ages 18 and 22, and for most of them this is the first real life experience they have had. Responsibilities are now thrust upon them and the pressures of these responsibilities can be high. More than once I have shared my knowledge story of dealing with unexpected challenges, focusing on what we can control, and keeping your head when others are losing theirs. All these stories have come from my own mistakes along my life's journey. Navy life is about perseverance. It is about making decisions, and making decisions is easier to do when you know what you can and can't control. Here is my story I have shared many times when the going gets rough.

The first time I was truly only own was around 2000 when I moved to California to open up an advertising office in Thousand Oaks. It was scary, and I was in uncharted territory. I was living in an apartment with 7 other guys from the office, working new and unfamiliar territory, and trying to grow a business with very different parameters than I was used to. Back in Texas I was a big fish in a small market, but in California I was a fish out of water. Nothing was going right. I was working 70-80 hour weeks to the point of exhaustion with not much to show for my efforts. I couldn't even think straight, and after about 8 months I had hit a wall. I was so consumed with trying to make this dream of mine work that I was completely buried in things out of my control. I could not control the clients I was given, the people I depended on to work long hours at entry level pay, the territory I managed. It was all so much to handle that I almost lost my mind. I was drowning in things that I had no control over.

One afternoon on a rare Sunday afternoon off I was sitting at a fish and chips shack in Port Hueneme. My distress was apparent and I caught the attention of a guy who had just come in from surfing to get a bite to eat. He noticed my Texas shirt and asked where I was from. I told him and we sparked up a nice conversation. He asked me what I was doing out here and I took that opportunity to vomit my entire dilemma on him, and he listened. His following words to me changed my entire life and gave me a new (and much needed) perspective on my situation. He said to me, "dude, you are wasting so much energy fighting thing you can't control. Just let go and focus on what you can." Surfers have a unique way to view the world. Life is a series of swells that come and go. You don't get too high with the highs or low with the lows, and every day in the water is a good day. Take what is given you and don't worry about anything else.

In life we need to prioritize what we have control over. Our attitudes, our thoughts and feelings, our abilities. We can't waste time stressing over who said what and why. Life will go on around us and when I first shared this story it was with a Sailor stressing about being underway half-way around the world from his girlfriend (whom might have been cheating on him), the unreasonable requests from his LPO and Chief, money, and a slew of other things he had no control over. He had the same look on his face as I did sitting at that pier, and I shared some of my knowledge with him. We both left that smoke pit with a much better feeling toward our lives and a renewed focus on what we have under our control. We boiled down all the problems facing this young man and found the things he could manage. At the end of our little talk he looked like a ton of bricks had been lifted off his shoulders.

I feel very fortunate to be able to share some of my experiences with these younger Sailors. I have told many stories to offer insight, possible solutions, and advice. Passing on this little bit of knowledge has helped a few of them see things in a different light and in turn I feel like I have helped a shipmate muster up the courage inside them to move forward in a positive direction. Sharing knowledge through stories is an important part of who we are as humans. In the end it is still less painful to learn from someone else's trials and tribulations.

JP

High Performance Teams

Growing up in South Texas if you had a spec of athletic ability you played football, baseball, or some other team sport (usually football and baseball at least... and track to keep you in shape during the off season). As a kid growing up in this environment I played on a lot of teams, so many in fact that I can't remember most of them, the players I played with, or any outcomes of specific games... all except one. At the risk of sounding like Al Bundy reminiscing over the 'ol Polk High School football days I was part of something special in 1995. As we learn about High Performance Teams this week in our Leadership course I am taken back to my first experience on a team that overcame tough odds, exceeded our expectations, grew together as a cohesive group as well as individually, and built a lifetime of memories together. 

First, lets discuss what it means to be a "high performance team". Denning describes a team as a "grouping of people who are interdependent, share common goals, coordinate their activities to accomplish these goals, and share responsibilities for the performance of the collectivity" (Denning, pg. 152). Basically, a team is a group of people working together to achieve a common goal... together. There is usually someone who is the designated team leader or captain to keep the team focused an on track to meet the goal. There is a sense of cohesion, in some form, to the other team members, and a genuine care to see the objectivity accomplished. In other words, teams are a good thing to belong to. If teams are good, then high performance teams are great.

A high performance team takes the team concept to a whole new level. In Denning's book he talks about the four elements ways people work together. These are in work groups, teams, communities, and networks. All four have different characteristics that delineate them from each other. For example, a community in today's terms describes a "group of people who share common interests, practices, and values" (Denning, pg. 152). From my description of a team above you can see a clear difference between a community and a team, but a high performance team... blends the two into a force that transcends conventional definitions. When I think about high performance teams I think of Easy Company in WWII who 70 plus years later still consider themselves a Band of Brothers. I think of the SEAL teams who forge their bond through a gauntlet of sacrifice shedding blood, sweat, and tears together through  a common accomplishment in BUDS. I think of the 1985 Chicago Bears. These are examples of high powered teams who through extraordinary events forged an elite community. A "member's only" type of community. Denning says, "all high performance teams resemble communities" (Denning, pg.155). The members know each others' thoughts, strengths and weaknesses. They use these to balance the workload to move efficiently through any obstacle. There is a shared passion and mutual respect for each other. Ultimately, high performance teams share a bond that lasts a lifetime.

A large part of this bond rests in a collection of shared values. This is probably the biggest difference between teams and high performance teams. There is no me, only we. The espoused values of a high performance team ARE the organizational values. There is no difference between what is said and what is felt. Great things can happen when a group of like minded, value sharing, and extremely motivated people get together. Anything is possible.

In 1995 I was a linebacker for our high school football team. We were not the biggest, fastest, or most athletic team in Texas' big 5A school system. The one thing we did have among us was a fierce determination to win. We suffered through grueling Texas heat in the summer. We understood our shortcomings and turned them into our strengths. We set our goals high and never looked back. That year we, as a team, accomplished something never before accomplished in our school's history, and we did it together. Practice by practice, game by game, and week by week we worked together to defy the odds set before us. In a battle that is still on the Texas High School record books as the highest scoring game in our state's history we suffered our defeat ending our chances at a state championship. We fought like wild animals that night, and when that last whistle blew the score was 81-42. We shared a feeling that night that we will never forget. A feeling of complete and utter exhaustion. We left everything we had on that field, and were bested by a truly magnificent team (who won state that year). It was a match between David and Goliath, and we faced those odds... together. This was the most amazing team I had ever been a part of, and many of us still talk to this day. We don't usually hit the "remember when" button, but we have a bond that solidifies our commitment to each other. We were a high performance team, and we all gave a part of ourselves to each other that year. We won together and we lost together, but we were always a team.

Now, since those days I have continued to play a part of many teams. I wish I could say that in the Navy I belonged to another high powered team, but I can't... at least not on a divisional level. We have done some amazing things together on the Ike, but I don't think our individual values supported the ingredients of a high performance team like those of Easy company, SEAL teams, or the '85 Bears. It takes some special spark for a high performance team to assemble, but when they do the possibilities are endless. I feel fortunate enough to have been a part of one in my lifetime, and I hope that I can be again in the future. Understanding the differences between good and great is a key component to recognizing when the ingredients are present, and when this rare and unique opportunity exists you have to be ready to play your part. There is a special part of being human that comes out when you are surrounded by people who vehemently share your values, and when this happens truly amazing things are the result.

JP

Denning, S. (2011). The leader's guide to storytelling. San Francisco: Jossey-Bass.

Aligning Values

Stephen Denning describes a genuinely ethical community as having three basic components: trust, loyalty, and solidarity (pg. 132). He also discusses the differences between espoused and organizational values within an community. Espoused values are those set of values an organization promotes, yet falls short of in action. Organizational values are established in action within an organization... good or bad. The biggest difference between the two is the belief that espoused values are organizational which can lead to some serious false advertising. Talking the talk, and walking the walk are two separate issues, and I believe actions speak louder than words. Denning feels, and I agree, that values "are something to be lived, to be embodied in action" (pg. 136).

For this week's blog I will align the lessons of values within my organization... the United States Navy. Now, this is a very large organization, and I can only speak from my experiences, but there is a lot of effort put into promoting our core values of Honor, Courage, and Commitment. These are imbedded in our memory from day one, and reinforced throughout our service. We know what they mean and how to apply them, but are they espoused or organizational? Do we really live out, in action, Honor, Courage, and Commitment? Let's look at the three basic components Denning offers to establish a genuinely ethical community to decide if these core values are actually organizational or espoused.

The first component is trust. Now, I just returned from a long and arduous deployment on board the USS Dwight D. Eisenhower, a nuclear aircraft carrier and a true marvel of naval warfare. The amount of trust that transpires in one day of flight operations at sea is astounding. It is a well choreographed dance that leaves zero room for error. Pilots trust the controllers, the controllers trust the flight deck, the catapults trust the Air Boss, and so on. But does this mean organizationally we have a high sense of trust? Is there a culture of trust in the Navy? Operationally, without a doubt. Organizationally, no way.  Stephen covey describes the evidence of a low-trust environment as organizations "filled with hidden agendas, a lot of political games, interpersonal conflict, interdepartmental rivalries, people bad mouthing each other behind their backs and sweet talking them to their faces. With low trust, you get a lot of rules and regulations that take the place of human judgement and creativity, and people will not be on the same page about what is important" (Covey, 2008). Organizationally, this describes the Navy better than any description I could come up with. The Manual for Courts Martial is thicker than an old Yellow Pages book. The Articles of Non-Judicial Punishments are almost as deep. Then there are individual commands that have their own rules and regulations, as well as departments inside the commands. We are told what to wear, how to wear it, where to go, what time to get there, and what to do. It is amazing to me, with so many rules and regulations, we don't have a standing room only Captain's Mast (non-judicial punishment hearings by the commanding officer). We have random drug testing, which is the ultimate litmus test of a low-trust community. "Here, take the keys to a 70 million dollar jet, but first can you pee in this bottle?" So, trust in the Navy... not so much.

The second component is loyalty. When I think of loyalty in the Navy I can't help but think of the Special Operation War-fighters like the SEALs, SWIC, and EOD. These communities are built on loyalty. Their lives depend on the loyalty of their fellow comrades. Operationally, loyalty in the Navy is impressive. Organizationally, I think it would be fair to say that if the Navy did not make us sign a contract punishable by imprisonment (or worse) for breaching it a very large population of Sailors would bug out after a a few months of enlistment. Now, there are pluses to serving like health care, educational benefits, pay checks ever two weeks, sea pay, and basic allowance for housing, but nothing that I have seen that would keep me engaged under the stresses of deployment. I can tell you exactly how many days I have left to the end of my contract... to the hour. Ultimately, we take an oath to defend our nation from all enemies, foreign and domestic. But we can not leave of our own free will until we fulfill our contract. So, Navy and loyalty... not so much.

Finally, the third component of genuinely ethical communities is solidarity. Denning describes solidarity as "caring for other people's interests and being ready to take action on behalf of others, even if it conflicts with personal interests" (pg. 133). This component gives me pause because I have witnessed, experienced, and delivered personnel improvement services. There are ample opportunities for personal growth, education benefits, leadership training, team building, and mission accomplishment. I have seen as many Sailors defend each other as I have seen throw each other under the bus. So, I would say we do a pretty good job of this component. The old saying goes, "A complaining Sailor is a happy Sailor". We can stand solidified in that at least.

There is no argument that military service is a sacrifice for all involved. There are many adjectives to describe military service, but after considering Denning's definition I don't think a "genuinely ethical community" would be an accurate one. Honestly, I don't believe I can change the Navy's culture myself, but what I can do is live out my personal ethical code on a daily basis. I can be an example of how to treat your Shipmates, make tough decisions, care for my team mates, and promote personal growth. I can put others before self, and be a positive beacon to follow. I have no illusions that I can make a huge impact, but I sure can make a hundred little ones. Hopefully, that will be enough to keep the tides from shifting too far off course. In the end, I am accountable to my God, my family, and country. I draw my values from them in that specific order, and whatever obstacles I may encounter in my service I will always try to live my life with Honor, Courage, and Commitment.

JP

Denning, S. (2011). The leader's guide to storytelling. San Francisco: Jossey-Bass.

Covey, S. R. (2008, February 5). The high cost of low trust [Web log message]. Retrieved from http://www.stephencovey.com/blog/?p=13

Subtleties of Communication and Hidden Messages

As I review the reading from this week in Leadership Communication I find myself analyzing all the different situations in which I am engaged in active communication. Basically, I live in three distinct areas in which I utilize communication skills to interact with others. These areas are my social, professional, and personal lives. I do fairly well to separate the three, and each offer unique situations to improve upon my communication skills with others. Of course some skills bleed over into the other areas. How I use my body language, paralanguage, and metamessages helps me communicate my wants, needs, and desires. In this week's blog I will discuss some scenarios where I have honed some skills and a few areas for improvement in communicating with others in my very busy life.

McKay, Davis, and Fanning discuss the important role of body language in their book Messages. They state over fifty percent of a message's impact comes from body movements (McKay, Davis, Fanning, p.59). Now, I am a pretty big guy standing 6'1" and around 225lbs. I am very aware of how my body language conveys messages to others. Sometimes what I am saying and how the message is received differs based on how others perceive my body language. In social circles I tend to soften my stature to convey openness. I don't want to be unapproachable. That could seriously impact my need to meet new and interesting folks, or gain an understanding of the true selves of those I already know. At work I often use my physical stature to convey my reliability, confidence, and authority as a leader. As an Air Traffic Controller I am obligated to be confident... it helps when communicating with pilots as well as my Shipmates. People need to hear that confidence when lives are on the line, and so I carry myself a tad more erect when wearing my uniform. In a culture established under pressure and leadership my body language assists my verbal communication. It helps me lead in a fair and firm manner, and people in my sphere of influence respond appropriately. At home, on the other hand, my size means nothing! My wife is 5'2" and 100lbs soaking wet, yet she has no problems keeping order in the house... which includes me! More on this later.

How I say what I want to say has been an ongoing quest for perfection in all three areas of my life. Many years as a sales guy taught me the value of "singing the song", or what Messages describes as paralanguage. I learned to be a chameleon of sorts when communicating with different types of people. I can speed up my tempo with New Yorkers, slow it down for the Southerners, and chop it up with everyone in between. I always try to articulate what I say because I feel that no matter what your education, cultural, or social status command of the English language is important. I also feel it is important to say what you mean and mean what you say, so whomever I am talking with I do make this distinction. However, a draw back in my communication tool box is my crafty use of metamessages. McKay, Davis, and Fanning describe metamessages as the part of the message that conveys the speakers attitude and feelings (p.75). Now, I have been accused of being witty in my three life circles. Socially, zingers are a valuable asset of mine that helps others to see my sarcastic side as well as my feelings and intentions towards someone or something. My use of verbal modifiers can be deployed at a moment's notice when the situation warrants. Professionally, I deal with a variety of situations where my attitude and emotions are tested, and in our "kinder, gentler Navy" you have to be very careful how you communicate under stressful situations. Using my metamessages and verbal modifiers has saved me more than once to convey my true feelings without getting into trouble. At home... I have met my match with metamessages. I live with a woman who has an uncanny ability to see right through my witty remarks and sarcastic use of verbal modifiers. She helps me to be grounded and speak from the heart. She also trumps my skills in the paralanguage/metamessage department.

In all my interpersonal communications I use my non-verbal communication skills as well as my words to gain some sort of ground. I think in every aspect of life there needs to be a balance with the two forms. Socially, professionally, and personally I see the importance of congruence between what is said and how it is said. Objectively, I feel like I have my social and professional lives on lock, however, I don't deal with these people every day. My personal life is a much different story. It is in this area I need to focus my attention in developing my communication skills. Only when we are faced with real, true communication on a daily basis do we really see our faults. Because I am totally defenseless in true communication with my wife am I able to see my discrepancies. When we reduce our defenses completely in communication can we truly make the changes necessary to be a good communicator. Luckily, I chose a partner that knows who I am to the fullest. She is my litmus test with personal communication. In this area of my life I will truly define my communication skills because it is an every-day test of my ability to communicate what I am thinking, feeling, and conveying. In order to communicate effectively it is paramount to know yourself and how you relay the messages you want delivered. Realizing how you use body language, paralanguage, and metamessages help me define my  communication skills.

JP

McKay, Davis, Flanning. 2009. Messages: the communication skills book. New Harbinger Publications. Oakland, CA.

Personal Reflection

This week I am reflecting on a few stories from my childhood that have had an impact on my outlook, decision making process, and moral compass as an adult. Using these scenarios as a storyline can identify who I am to others, establish my self-concept, and help people gain some insight to the guy I am today. I have chosen the following three stories from my youth because I still live their valuable lessons.

Customer Service

Before I was able to legally work and learn the value of an honest wage, I mowed lawns to make summer cash. In the late 80's we were coming out of a recession and my family was making enough to keeps us kids fed, clothed, and happy. However, there was not much left over for my own personal wants like a new skateboard or "fun money". Now, since I was able to push a lawn mower I had been promoted to the Powell House Lawn and Maintenance Department which paid little for the size of our huge corner lot yard. Dad bought a nice mower I dubbed the "Green Machine" and it did the job nicely. Because this was one of my household chores, and my allowance was meager, I realized that I could double my income if I picked up the elderly neighbors yard. So, on my own, I knocked on the door, made my pitch, and landed my first customer. I mowed my neighbors yard twice a month, sometimes more often if it needed it for twenty dollars a pop. I edged, weed-whacked, pulled weeds and tidied up after. This became my weekend routine. One day my "client" approached me after my job was done and suggested a friend who could use some TLC on her yard and that her age hindered her from doing it herself. I said, "If you help me land her yard I will take five bucks off our next week's pay". This worked like a charm and I felt good about this deal because now I had tripled my income. By the end of the summer my mother was shuttling me from neighborhood to neighborhood mowing 6-7 yards a weekend. I paid for the gas and maintenance of our equipment, always made sure our yard looked great, and managed to save a little cash along the way. My mother used to remind me at the end of a long Saturday in the hot Texas sun that my efforts were helping people out and my reward was earning an honest wage. I took pride in my lawns and worked hard at keeping them tip-top for my "clients". I offered to do any odd jobs that might need doing around their houses before I left for the next "appointment". I built value in my name and my work. I took care of my yards and my yards took care of me.

I learned some valuable lessons from these summers. Do what you promise, take care of your people, and take pride in your work. These lessons are instilled in me today, and I use these tools in my work, at home with my family, and in every endeavor I take on. Customer service extends well beyond doing the minimum for people. It is going above and beyond that really makes an impact. Looking back I wish I would have given more to my mom for spending her weekends chauffeuring me around town, but I think she felt satisfied that her son was learning some important life lessons. I still mow my mothers lawn when I get the chance, free of charge of course.

Stand Up for What is Right

I learned some pretty tough lessons growing up in suburbia San Antonio. In 1987 at the ripe age of ten I was faced with a child's most terrifying experience in school... a confrontation with a Bully. This kid was big, much bigger than the rest of us, and he seemed to enjoy reminding kids of this fact every chance he could. One day at recess this bully was picking on a very small and meek child who just so happened to live around the corner from me. His name was Andrew, and Andrew was facing the wrath. Just as any confrontation on a school yard would attract the attention of almost every student within ear shot, I took notice of this unjust act of dominance. Andrew was scared, and this seemed to fuel the bully's cause all the more.

Now, I could have done a few things in this situation to help out my friend. I could have ran to grab a teacher to stop the bully from victimizing poor Andrew. I could have made an attempt to grab Andrew and run away towards safety. Both would have been the preferred method of our principal, but instead I made a very conscious decision to save my friend from the inevitable by jumping in the middle and confronting Mr. Bully. I was definitely not as small and meek as Andrew, but not quite as big as this menace. However, after a few choice words and some shoving around two things happened; one of us left a hero, and one of us left with a diminished ego and a bloody nose. Andrew didn't get bullied by the menace again.

In no way do I advocate violence to fix a problem, and with the several choices I could have made at that time I am still surprised I chose to fight the biggest kid in 4th grade. But in my heart I could not stand by and watch somebody get pushed around. It was this moment that I realized an inner desire to protect those who couldn't protect themselves. I don't remember learning what was fair and what wasn't, but I do remember the sinking feeling of watching Andrew backed up against a wall with nowhere to run. The bully preyed on weakness, and I felt an overwhelming need to turn the tables. This same desire to protect and serve directed me to join the United States Navy. As I worked my way up the ranks I have encountered several examples of injustice. Of course I have acquired a more tactful method in leveling the playing field, and I do what I can to stand up for what is right. There may always be some form of injustice in our lives, and we can't fight all the proverbial bullies, but I can say that my desire to protect has helped shape me as a leader. I have my team mates' backs through thick and thin. I have built trust in my "firm, but fair" leadership style. And, I will always do what I think is right when the time comes to act.

 The Value of Education

After my fifth year in college, and looking at the amount of student loan debt that was accumulating quickly, I made a choice to leave school without my degree and enter the workforce. In 2001 I was 23 years old. An old buddy of mine from high school had ventured off and started his business selling beautiful redwood plays sets on the outskirts of San Antonio. This guy was unique, and a true entrepreneur in every sense of the word. He was self educated, motivated, and exercised a kind of self-discipline that inspired me. He just opened a new store and needed a sales person to run a location in an upscale area of the Texas hill country. I asked and he gave me my first shot at being a professional sales person.

I had always been a people person, and talking with strangers never bothered me. My friend, and now boss, would always be talking about stuff he read that helped him become successful in sales and business. He introduced me to authors like Zig Ziggler, Tony Robbins, and Stephen Covey. He told me selling was an art, and more importantly he showed me ways that I could improve myself and abilities. I remember meeting in his office one day and admiring his well-developed library of books behind his desk. I asked him if I could read some of his books on the top shelf, and he said a few words to me that I can still hear in my head. He said, "if you want to read the top-shelf books you need to stand on the books you have already read."

For some reason this simple lesson took a hold in me. From that day on I developed a hunger for knowledge. This desire was far greater than anything I felt during my time at college. I guess I just wasn't ready to build a foundation then, but now I couldn't get enough. I owe so much to my friend for opening my mind to the power of knowledge. Since that day, after all the twists and turns I have navigated to get where I am, I still seek with an un-quenching thirst sources of self-improvement. To me, life is a finite time to learn and grow. We can all do something each day to improve ourselves and the world around us. As a leader I have found that I can hand out the top-shelf knowledge I have amassed thus far, but it is far more rewarding to see people stand on their own stack of knowledge and reach for the top-shelf themselves. Sometimes it takes just a little encouragement to point someone in the right direction, and in the end there is nothing more valuable than educating yourself.