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Copyright:
Perpetual Success

Dedication

To the many teams supporting and defending our country

Contents

Individual Differences
AGE: What a Difference a Day Makes 6
The Effect of Stress on the Metabolic Process 7
Leveraging Attributes Of Younger Team Members: 10
Who are these people? 10
Experience 15
Integrating team members 16

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Individual Differences
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In the first chapter of the Teambuilding section I would like to introduce, Michael Huffman. Mr. Huffman is a retired Command Sergeant Major with more than 26 years experience with increased levels of leadership. He is the Director of International Relations. In this capacity he is required to meet with and train dignitaries from countries all over the world.

When I met Michael he was a quiet member of a classroom training exercise. The first thing he said to me directly was, “where do you train?” I was taken aback by his question and stumbled for an answer. Before I could compose my answer, he was gone. Years later I can now understand the man that has spent the last 26 plus years training, researching the human body, studying cultural differences and expanding his impact on the world through individual differences.

In his chapter Mr. Huffman, will introduce individual differences. First, he starts with the impact of age on a team. Next he will look at the differences between generations. Then he will look at what is known and unknown to team members through the interpretation of the Johari’s window model. Afterwards he will explore how we develop team members. Finally he covers the impact of experience and how we integrate diverse teams.

Our universe continues to expand rapidly, and like every other organism on the blue planet, so does the sphere of our influence and interaction. As individuals we traverse across the globe at an accelerated rate when compared to our ancestors. The collision of cultures, clothes, and colors is creating new demographics and redefining the mean, but these are not the only differences to consider when organizing a team. This chapter will discuss the influences of age, the attributions of generations, and effects of individual personalities on a team.

AGE: What a Difference a Day Makes

This section will discuss the “difference a day makes” by addressing metabolic stressors that require intercession for senior members as they age in your team or work group. It will also address techniques to leverage the abilities of younger team members, and the generational differences which leaders can use as a catalyst for mission accomplishment and team cohesion.

When I think back to my own experiences on a sniper team I recall a particular incident which gave me insight and helped me find balance as my anatomical shell aged. It was dry season in the jungles of Central America; on the military crest of a hill we carefully glassed the opposing ridgeline for a target. My observer and elder of our two man team looked calmly through the spotting scope, and carefully studied the movement of the leaves, branches, and grass. He jotted down wind speeds at distances and punched figures into a calculator. As I studied his weathered face, I realized how he loved to work the jungle in the morning for this is when the winds are the calmest and the dew rising makes estimating the wind and identifying vapor trails a much easier task. Years of experience had made this undertaking second nature to him and he went about the calculations methodically and deliberately. His confidence and relaxed state slowed my heartbeat and gave me a sense of security. His calculations had always put lead on target with a consistency admired by any marksman, he was on top of his game, and he knew his experienced computations would ensure our success.

I received the mil adjustments in a low whisper and eagerly turned the elevation and windage knobs as directed, awaiting the command. My fingers and hands were steady, my breathing paused, and the pull from my finger had a velvety smooth motion as I squeezed. Years of caffeine have not taken a toll on my youthful nervous system. There was no mortgage, no children or wife at home, and no bills to budget. All that existed was the target, my weapon, and the sound of my own heart beating. I too was on top of my game and as the recoil pushed the butt of my weapon noticeably into my shoulder I knew my ability to apply the physical directives of my observer ensured a hit As I scooted to a covered position behind the mound I looked to my left and saw the grin on my observers face. Yeah, it will be just as fun to be him one day, still in the game, just playing a different position.

The Effect of Stress on the Metabolic Process
To spite the defiance of the aging process everyone will succumb to it eventually. Ever recall someone proudly stating, “I’ll never live to be thirty…” and in the same setting “…they are never going to get me.” It is not uncommon for young people to make such contrasting remarks as we wallow in an unapprised youth. They present a reckless attitude and a sense of invincibility at the same time. It is about the time people turn forty when reality sets in, and regardless of the face creams, hair dyes, Botox, and tummy tucks, they find their own relevant place in time, and in their organization. Older team members bring a host of constructive experiences into work groups that only time, exposure, and in depth examinations can offer. They gained their knowledge through experiential learning processes that simply cannot be obtained from periodicals and text books. However, they also carry scars and effects; a lifetime worth, and these stressors can determine whether an older team member thrives or regresses.

Parasympathetic and Sympathetic Nervous Systems

To understand why some older people become paranoid and fearful while others remain extraverts, we must first realize the nervous system changes, just like our hair grays and our skin wrinkles. Of these two systems the dominant Sympathetic Nervous System (SNS) is the one that appears to be the major culprit we must learn to manage in order to remain healthy and productive. The SNS is commonly known as the fight or flight response, and as time passes and we are exposed to more and more cumulative stressors, SNS will begin to have difficulty determining when to turn off. When this occurs we remain at heightened and prolonged states of alert manifesting itself in anxiety and thereby effecting our concentration, sleep, and our health.

The Parasympathetic Nervous System (PNS) is the body’s reaction to calm and tranquility, and the result is relaxation. So, both processes are constantly reacting to our environment and our situation, and you constantly hear about them in our military when experts refer to Post Traumatic Stress Disorder (PTSD). Well, hang on to your chair because you may not realize it, but you have also been to combat, you just didn’t get the ribbon. Every day eager professionals just like you set out to energetically meet their organizational goals armed with budgets, power point presentations and insatiable ideas. To remain effective after years of our self initiated psycho terrorism we must learn to minimize the dire side effects of SNS by activating or manipulating PNS. The effects of SNS can be disabling and severely affect not only our work, but the very quality of our lives and our family life. I recently remember a conversation I had with my aunt concerning my parents whom I had not seen for several years. I shared with my aunt the frustration I felt because my parents were too afraid to fly out and visit me, in spite of my offer to buy their airline tickets. I wondered how it came to be that the parents of a combat veteran with more than 200 parachute jumps could be afraid to fly in a commercial airplane. How did these people who gave me the gift of courage and strength, regress to such a state of fear? How do I get them back? As we look at how we can minimize and even reverse the effects of SNS its product PTSD we must realize the following:

• We are all exposed to SNS triggers on a daily basis.
• Over a period of time we manifest symptoms of PTSD to some extent.
• Mental and physical fitness activities can attribute to a longer and more productive life.

Relaxation Techniques

The United States military maintains rest and resilience centers throughout the world. These centers are designed to offer treatment to Soldiers suffering from PTSD and attempt to restore their resilience, so they can return to combat-ready, active duty. Although the center’s program is more reactionary than preventive, the relaxation techniques mentioned here are good additions to your team’s tool bag, and should be implemented at the individual and team level, as sustainment or in-service training. The most important aspect of manipulating PNS is re-learning how to relax and for some of us this is a serious undertaking because we have trained ourselves to stay stressed and constantly produce. I will briefly cover movement therapy, meditation, and memory function interventions.

Movement Therapy – this is by far the most cost effective method to keep stressors in check by learning to relax with body movement. Movement therapy is designed to avoid the use of speech because speech inhibits our ability to communicate effectively. Sound unusual? Well for years we have been trained and censured as to how we should address each other, and for older team members this has transgressed to the way we speak to and counsel ourselves. We all have that inner voice and sometimes the situation becomes so stressful it wants to scream at our co-workers, at our spouses, and even our children. I am sure you can recall a comedy show or similar antic in which someone becomes so frustrated they go to another room, close the door and scream as loud as they can to release pressure and frustration. Well, if we did actually scream in our workplace or the broom closet, someone would surely call the authorities or request we undergo a mental evaluation. We can relieve the pressure utilizing everything from simple individual exercise regimes to group activities. Fanchon Shur of Growth In Motion defines it as, “A path to personal growth, healing, and self-empowerment Movement Therapy is a holistic approach – uniting the body, mind, emotions and spirit into a meaning-filled vessel of belonging and purpose in the world.” Most common forms of motion therapy are yoga, Pilates and the Alexander Technique. This technique can be easily resourced by a weekly invitation to a yoga instructor and an empty room. The sessions should be timed to correlate with the initiation and completion of major team objectives.

Mediation Rooms – We can call this a mediation room, but you can meditate anywhere and sometimes it might be beneficial to go outdoors for meditation to focus on the sights, sounds and smells of a natural environment. A meditation room is a premium because you can control the environment with music or sounds without urban interruption. Mediation rooms should have a focal point, and I’ve seen Buddha used in several of the meditation rooms along with a picture of nature and music that coincides with the natural breathing rhythm. There are also a number of mediation techniques you can use at a work station, and they can range from something as complex as an automated mediation program on the computer to something as simple as a bag of polished rocks. When I was in Iraq, we would do several cordon searches a week, and after we isolated the citizens, we would systematically search their homes. As we did this you could not help but notice most of the Iraqi men would use a string of beads to meditate with; some called them worry beads and others, prayer beads. Regardless of their nomenclature, the beads helped them relax and pass the time while warding off the effects of stress. Personally, I am glad they had them; by squeezing and rubbing the beads, the Iraqi men would focus on the bead rather than the anxiety of the cordon and search, possibly reacting physically to our necessary intrusion.

Memory Function Interventions – Too many times our older team members stop exercising as their lifestyles start to slow down, but when you compound not exercising with cumulative stress you are making a recipe for an implosion. Memory function can be improved by hyper arousal reduction which consists of activities that calm and relax the body. They include exercise, massage therapy, acupuncture, biofeedback, and power walking just to name a few.

Leveraging Attributes Of Younger Team Members:
Who are these people?

This is the optimism most team leaders would love to embrace “the millenniums” or Generation Y entering our workgroups with this enthusiasm. According to the Pepsi Optimism Project (POP), a survey conducted in 2008 by Strategy One, Americans who were eighteen to twenty eight years of age are full of optimism in spite of recent market downturns and the threat of a depression. Some of the findings concluded:

• 74 percent of America’s youth feel that supporting causes makes them optimistic
• 77 percent of America’s youth have a strong sense of optimism about their careers.
• 95 percent of younger Americans have positive associations with the word change; 78percent with progress, 77percent with hope, and 72percent with excitement.

We have discussed the effects aging has on metabolism in the preceding section, but it is also important to know and understand the energy, enthusiasm, and the work ethic younger team members are bringing to organizations as they enter the workforce Before we start discussing this energized group of individuals who are referred to as “The millenniums,” we need to put aside some stereotypes and set the record straight. According to the FBI and other government agencies:

• Over the past decade the rates of serious incidents and violent crimes among our young adults have fallen by 70 percent
• More young Americans today are volunteering within their communities than previous generations; there are 30 percent more volunteers from this age group than when records were first taken some 50 years ago.

Although recent statistics gathered by the FBI show that crime has increased since 2006, it is also evident the workforce leaving college today is the record holder for the lowest crime rates in recent history, from 2004 through 2009. These young people also scored higher on their SATs than their predecessors and successors. They are temperate. They are smart. They are driven and involved more than the generations that preceded them.

Integrate, involve, and develop young team members

Keeping team members healthy and focused requires that we modify our traditional methods of management. This is important to realize since “millenniums” are restless in nature due their rearing during the rapid expansion of information technology; most of our corporations do not have operating procedures designed around this type of employee. If these young powerhouses do not have a chance to participate or contribute they are most likely to leave the organization in search of more fertile environments. Today’s companies must set conditions that are respectful to all employees regardless of age or lack thereof. Traditional career development and coaching is a must - and it must be different. Comprehensive performance based management must be applied to these new employees, while still utilizing the rewards and other traditional motivational systems for older employees. One size does not fit all, and the procedures for advancement must be more complex than a vertical ladder with only one avenue of approach.

Just as our management styles must change, so must the work environment. There are a number of activities we can incorporate into our workgroups to help build stronger team members, and it is by knowing our employees we improve our team’s performance. Team building exercises help ensure all members of a team are interacting with and developing trust and respect for each other. You can tailor team building exercises to your current work-group situation; bickering among team members, non-acceptance of younger inexperienced members, disrespect for older members etc. There are numerous situations that occur at some point in a work group which may require reorientation.

If we are to focus on the successful reception and integration of younger team members, we need to incorporate team building exercises that highlight their uniqueness within the team. For example we could focus on physical team building events like rope courses, paintball, and white water rafting.

Young employees can often become bored when sitting down at a workstation for prolonged periods of time, and managers must discover new ways to keep them enthusiastic and engaged in their work. One of the most appealing ways to do this is to take office work outdoors when possible. By varying your meeting locations to include remote locations, we can stimulate production. One of the most productive meetings I’ve held was after I loaded up my team in a van and took them to the local horse stables. We received a brief block of instruction from a trainer and after a 20 minute ride we dismounted for a snack and a staff meeting. My team was talking more than usual and they were overly excited about the tasks we discussed. The fresh air, surroundings, and physical activity were a natural stimulant that had a positive effect on everyone in our team.

Generational Diversity; who are you really?

When I was a drill sergeant from 1987 to 1989 I would always pay particular attention to the personal data sheet the new recruits would fill out, especially question number 11, which asked, “Why did you join the Army?” A whopping 90 percent of the responses were not community service or patriotically oriented. Typically they were “I had no place else to go”, “I wanted to get a free education”, or “I needed a job”.
Fast forward to 2002, as the command sergeant major of the 2nd Battalion, 504th Parachute Infantry Regiment of the 82nd Airborne Division, recruits from the reception battalion came to my battalion every Thursday for their orientation briefing. Once again I would scan their personal data sheets, but with generation Y, “the millenniums”, the responses were completely in contrast to what I had read fifteen years earlier. One young Soldier wrote, “I was always the smallest person in my family, and I wanted to be someone big”. Typical answers were, “I wanted to serve my country”, “It was the right thing to do”, and “I wanted to be a positive influence in society”.

Looking at the chart below taken from Deloitte Development LLC, which describes Generation Y as, “Powerhouse of the global economy – restless generation is a challenge and a huge opportunity - for employers”. We see the defining moment and characteristics as they relate to the different generations effecting our lifetime. Deloitte’s study showed that in spite of most people stereotyping them as spoiled children of the baby boomers who were, “…put on pedestals by their doting parents”; they are future oriented, opportunity driven, optimistic, and ready to contribute, regardless of the dire economic situation.

Source: A compilation by Deloitte of commonly accepted traits and defining moments by generation.

When we look at Strauss and Howes' book on Generations we see that they broke down America’s culture into different cycles which included the Colonial Cycle from 1500 to 1784, the Revolutionary from 1701 to 1791; The Civil War Cycle from 1792 to 1859; the World War Cycle from 1860 to 1942; and the Global Power Cycle from 1943 to a proposed date of 2222.

Concerned with American culture and generational influences of today’s workforce we should further examine the Global Power Cycle which we can see categorized in the following chart built on information obtained by Strauss and Howes'.

In today’s workforce we find three generations crashing together to form the workers pool. They are contrasting in nature but complimentary by conditions. Baby boomers who hold a majority of the leadership positions are of course the oldest and their values are derived from a time characterized by low crime rates, low drug use, high birth rates, low immigration rates, and strong economic growth. Wars are fought with consensus but not enthusiastically, individuality is not favored, and there is an emphasis on accomplishments.

First line supervisor and middle manager positions are predominantly controlled by generation X, who are characterized by increased crime and substance abuse, low birth rates, high immigration rates and a slowing economy. They challenge old rules and institutions, wars are unlikely and not supported, while public order is diminished.

Now entering the workforce we find Generation Y, “The Millenniums” marked by high crime rate and substance abuse, high immigration rates, low birth rates, and sporadic economic growth. They do not have a high tolerance of other viewpoints, wars become likely and are fought on moral grounds, individualism increases, and social and economic inequality is on the rise.

The overwhelming good news from all this is the tendency that Millenniums have to work well within groups. They appear to be eager to learn from their older colleagues and have distinctly specialized skills, and so it becomes vital for managers to recruit and retain them.

One of the factors that we need to be aware of when analyzing the Millennium’s characteristics is the actual decline of drug use, crime, increased academic accomplishments, and community volunteering which peaked from 2004 to 2006. Keeping this in perspective it would indicate great potential for 21 to 23 year olds who are just now graduating college and are courting corporate America.

Experience
The Implementation of Learned Knowledge – Seeing the Elephant

Prior to 2nd Battalion 504th Parachute Infantry Regiment’s deployment to Afghanistan, we invited Lieutenant Colonel George (LTC) Heib to our holiday ball as a guest speaker. We anticipated that his experiences during WWII would give us invaluable insight since most of the paratroopers in our battalion would experience war for the first time. LTC Heib eloquently informed the battalion of the personal and organizational challenges he experienced when he first “…saw the elephant”. Seeing “the elephant” was a term used by paratroopers in WWII to describe an individual’s first contact with an armed enemy opponent. He went on to describe how ones reaction or failure to react could be rehearsed and drilled to a point of competence in peacetime, yet fail to produce a desired effect in combat. My personal experiences have no doubt confirmed LTC Heib’s predictions on numerous occasions. I recall as a battalion command sergeant major, one of my most authoritative first sergeants who embodied all the characteristics of a highly disciplined, confident, and technically proficient leader proved to be nothing similar in his substance. Quite frankly, he refused to go out on a combat patrol with me after my invitation, and stated, “I got a bad feeling”, as an excuse for his lack of intestinal fortitude.

The fact is we never know how we are going to react in a given situation regardless of how much we train for it. But, I also believe that we can determine, with good confidence, how someone would react if we investigate, make transparent, or reduce the amount of unknown area of an individual’s personality -- the basis of who someone is always resides in their psyche long before they are integrated and trained into an organization. Armed with this information, a leader can reduce risk as they assign the work group to new environments.

Integrating team members by learning, leadership, and value based diversities

The United States Army Sergeants Major Academy at Fort Bliss, Texas begins their Sergeants Major Course with lessons and activities designed to increase each group or team member’s transparency. It involves the application of instruments designed to learn everything there is about a person, their character, their leadership styles, and their attributes in an effort for them to work better in a team. It is designed to help students be successful in the course by understanding how they learn best and to give them the tools to be better in the learning styles they are naturally weaker in. When forming workgroups within the classroom for group projects, academy instructors compose the workgroups of individuals who were ethnically and socially diverse in an attempt to afford the students an opportunity to experience and appreciate each other’s differences. It was only in my second year of instructing, that diversity of individuality was far more important to me than the color of skin or ethnical origin. I noticed the groups were far more productive in their problem solving when composed of diverse groups determined by Rokeach Value Surveys, Leadership Styles Inventories, Learning Style Inventories, and RPM surveys. With the composition of communities today, and as globalization completes the effect, we may find strength in diversity is no longer skin or culture deep, but much more profoundly in the way we think and learn. As we discussed earlier in the chapter, differences in character and culture are evident by generation.

Of course leaders don’t normally stuff inventories and surveys into the hands of our new employees for obvious reasons. However, an experienced and adept supervisor can typically determine how his employees learn best, what their individual values are, and in which team composition their traits would produce a positive effect.

Beyond The Classroom

A leader or supervisor who is tuning in to the attributes of individuals to determine their best application within a team must go way beyond the traditional methods of workplace observations. Looking at the Johari window, we see equal amounts of space for each of the areas of an individual’s entity.

Depending on the work environment and position our transparency, we can and must change for our success. For example, as a drill sergeant we always set an example of being extremely hard and disciplined and for this reason our open/free area was very small and our façade, the unknown area, was very large. I can remember being on the rifle range when it was 28˚F degrees outside preparing new recruits for weapons qualification. While all the trainees were bundled up with layered clothing, drill sergeants only wore shirts with a light field jacket liner tucked in, not visible to the trainees. We would strut about as if we were invincible to the cold, but as soon as we entered the range shack we would huddle around the heater shivering like kindergartners. Our trainees were only given a face of stone; we never smiled, never talked about our families and never showed anything that resembled compassion or humanity.

Unfortunately this is not the preferred method when a professional is integrating into a team or work group. Everyone on a team must become as transparent as possible, so the other team members can best anticipate their actions and production based on competence, behavior, and individual attributes. You can learn more about individuals in your team by scheduling periodic dinners or informal gatherings where you can observe interactions with family members, peers, and associates. It is surprising just how different people are when you put them in an environment where they are no longer guarding their actions.

While instructing at a senior professional military academy, we frequently scheduled mandatory off-duty events to reduce the facades and transparency of our students. It was amazing to observe people whom I considered our best performers suddenly become insensitive and abusive to their family members, supervisors, or peers while attending social events, especially when there was alcohol present. Knowing this information made it easier to mitigate problems that might manifest themselves later if ignored. Look at the following diagrams. The first diagram represents a new team member’s JoHari window. It is characterized by a large unknown area, a small blind area, a large hidden area, and a small known area. The hidden area represents what an individual knows about themselves but refuses to share with team members. An example of this could be a medical disability, a bad performance record from a previous employer, an arrest record, or possibly a divorce. The blind area represents what you do not know about yourself, but what other people know. Some examples of blind area information may be other’s perceptions of insecurity, paranoia, overconfidence, or insensitivity. The open or free space represents what you accurately know about yourself and others know about you. Some examples of this could be your style of dress, what you disclose about your personal life, your professional experience, awards, etc… The second illustrated JoHari window represents an established team member who has become more transparent and open to their team mates. Notice how the blind area, [the unknown area], and hidden areas shrink as one discloses information and receives feedback from their peers.

Understanding the individual differences of your employees is an important management factor that will allow you to place the right person in the right team to accomplish an assigned task. By studying age, generational, and character differences, leaders can become proficient at predicting interpersonal compatibility within a team and its probability of successfully accomplishing the mission.

When we look at the model below it can give you a better understanding of what factors affect our ability to be transparent in JoHari’s studies and how environmental factors identified by Maslow come together in a holistic viewpoint.

Analyzing the white portion of the model we realize the façade can be extremely limited in a physical aspect. Only carefully controlled conditions can afford someone to maintain a physical façade, but it happens. Take for example President Franklin D. Roosevelt hid the fact he used a wheel chair and was disabled by Polio for years. Photo after photo and painting after painting showed no signs of his disability.

No matter how much we try our façade is limited by what is visually revealed and what is dictated by our time in our life cycle. Time will also affect the size of our façade. At birth, a bright light, and a gasp for our first breath; cold, a baby cries because they were taken from their only known environment. They are transparent, naked with no hidden emotion. Pure; if they are hungry they cry. If they are cold; they cry. Every need is communicated and no feelings are retained; no façade.

The orange colored portion of the model represents what we hide and keep to ourselves. As we grow we begin to hide our emotions and thoughts for our own self preservation and desires. Sometimes we attempt to remove facades, it is an overwhelming emotional experience that relieves and rejuvenates, like crying when you witness the birth of your child, or when professing your love on bended knee. Most Christian religions promote self disclosure, mainly during traditional periods of reconciliation and baptisms. Being “born again” and by confessing your sins are a form of self disclosure for acceptance into a religion. It demonstrates to other members your willful transparency to them as an organization. But only a person’s best friends, family, a lover, or God gets access to this highly restricted and controlled area.

When we look at the red portion of the model we can imagine an unknown area that even we cannot fully understand. Why did I do that? I don’t know. It reminds me of the movie the Adams Family when the children are Trick or Treating on Halloween Eve.

The daughter in the family, Wednesday, is asked by a neighbor, “…and who are you suppose to be little girl?” Wednesday replies, “A serial killer; they look like everyone else.” Although comical it is true. What do we know about ourselves? For drug addicts and alcoholics their most crucial step in rehabilitation is discovering who and what they are and admitting it to themselves. One thing we do know is that clues to ones unknown self may be in their environment, and it is developed early in life, but given room to grow as we age.

Today our society is a reflection of transparent attributes. Even our homes have evolved into more transparent dwellings characterized by large windows, vaulted ceilings, and open floor plans as we bond together in our society. More and more of us talk about our life experiences and perceptions. In the past this was not necessarily the case, and it was very difficult to get answers even from our own family members. I recall asking my father how much he paid for his SUV and he evaded the question like I was attempting to gain top secret information. He replied, “Way too much; more than I should have.” He completely disregarded my inquiries and missed an incredible opportunity to coach, teach, and mentor me in the purchasing of a new vehicle. When we look at the homes our parents lived in we realize they were extremely compartmentalized and private by design, and this was a manifestation of a society of segregation and exclusion. Can you imagine how stifling this was to our development as a culture? Today, my father has changed with society. I am sure he did not go willingly, but nonetheless somewhere along the line he learned to share and today one cannot get off the phone with him without hearing comprehensive reports on his health and political views.

We would like to take a moment to thank you for your time and participation in this endeavor. When the policies and practices of teams are encouraged and followed it yields a highly efficient, fun activity which all can be proud to have been a part of.

Good Game…

Bio
Individual Differences
Michael R. Huffman, Director International Military Student Office, United States Army Sergeants Major Academy
Michael R. Huffman is the Director of the International Military Student Office of the United States Army Sergeants Major Academy. He holds a Baccalaureate Degree in Management and a Masters Degree in Education. He served as an Instructor of Military Operations, Senior Trainer of Leadership, and the Commander of the Sergeants Major Course. His leadership of small teams to battalion sized organizations was instrumental in the success of U.S. combat operations in the invasions of Grenada and Panama; and in Operations Enduring Freedom (Afghanistan) and Operation Iraqi Freedom (Iraq). He is a Legionnaire in the Order of Saint Maurice and his decorations include the Legion of Merit and two Bronze Stars. His image and contributions have been published in the Polish Land Forces Journal, the Army Green Book, and Army Magazine. Notes

Chapter 5, Integrating Diverse Team Members
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