![The Honor Foundation: Heroes Ready for Hire by Your Organization]()
People
Last week, I attended a graduation ceremony held by The Honor Foundation (THF), a San Diego-based nonprofit. THF is a unique transition readiness institute designed to serve Navy SEALs and other members of the U.S. Special Operations community. Since 2013, every aspect of the 120-hour, MBA-style program has been inspired by the way Special Operators work in the field. The graduation ceremonies are no exception.
The commencement speech was given by Mohan Nair, an author, TEDx Speaker, and Chief Innovation Officer for Cambia Health Solutions. “Missions are given. Causes are taken.” With these six words, Nair summed up the real challenge of readying heroes for hire. After serving up to 30 years as a member of the Special Ops community, the path to finding fulfilling work requires more than a paycheck. It requires looking for people who are working on causes versus objectives. Nair suggested that the graduates find an organization based on a transformative model instead of a business model. “If you can do that,” Nair said, “you’ll find your way back to your buddies.”
Thanks to The Honor Foundation, graduates of the program have the tools they need to translate their experience and enter the workforce with confidence. If you are part of a purpose-driven organization bent on making a positive impact in the world, the chances of accomplishing your mission will be greater by considering these heroes ready for hire. Here’s a snapshot of the talents and aspirations of six recent THF graduates, in their own words:
What I bring to the team: My ability to communicate effectively across diverse backgrounds enables me to build and foster relationships between people promoting improved alignment of goals and expectations through teamwork, values, and enthusiasm.
Areas of interest: My ideal role is in Sales, Marketing, or Operations in Technology, Healthcare, Sports or Entertainment. These industries excite and appeal to me in the following ways: helping companies achieve goals through cutting-edge technology, promoting healthcare, fighting disease, and my lifelong passion for sports, fitness, and the outdoors.
Education: B. S. Sports Medicine, Radford University. MBA Candidate 2022, Pepperdine Graziadio School of Business.
Preferred Geography: San Diego, Denver, Salt Lake City, or Austin.
What I bring to the team: Effective communicator, well-versed at understanding and translating complex data and technology. Strong ability to absorb, understand, and interpret technical information and skills in dynamic environments.
Areas of interest: With my military career coming to an end, I am exploring a variety of education paths that will set me up for success in my next career. I am passionate about Economics and Finance, as well as Technology. It is my intent to pursue a Bachelor’s degree in Economics at a Tier One school. While doing so, I am interested in exploring opportunities for internships and part-time work in the fields of Analytics, Finance, Banking and Fintech.
Education: Defense Language Institute, Associate of Arts Korean Language with Honors
Preferred Geography: Open
What I bring to the team: Highly decorated U.S. Marine Corps senior leader with 22+ years of extensive experience leading change in large, multidisciplinary organizations faced with complex operational, logistical, and personnel challenges. Responsible for a 700+ member counterterrorism organization that equips, trains, and deploys elite forces around the globe. An approachable, engaged, values-driven leader who leverages strong collaboration and communication skills to deliver results in intensely competitive environments.
Areas of interest: I look forward to working for a company whose mission I firmly believe in; one that values building trust with both clients and teammates while fostering a fast-moving, dynamic culture. I ’m looking to broaden my experience through consistent challenges that allow me to bring the same commitment I had to defending this great Nation.
Education: Marine Corps University, Master of Military Science
Preferred Geography: Southern California
What I bring to the team: I have an emphatic desire to learn new knowledge and skills and then actively seek challenging opportunities to apply these additional skills. My inspiration comes from working with motivated people on challenging problems to achieve superior results. I am intrigued by finding innovative ways to solve problems; whether that means working with subject matter experts or gaining alternate skill sets. By leveraging best in class resources and constantly upleveling my skills, I am a resource who can work in collaboration as well as autonomously to deliver results.
Areas of interest: I am looking to be a member of a team that continues to gain knowledge and diligently contributes to resolve thought provoking projects.
Education: University of California at San Diego, BA Biological Anthropology
Preferred Geography: San Diego County
What I bring to the team: I empower people with positivity and turn great teams into superb teams. With contagious enthusiasm, I understand what drives employees and I bring out their finest strengths.
Areas of interest: I am looking for a leadership role in Business Development and want to showcase my experience as a Special Operations Officer with 30 years’ experience in Naval Special Warfare. I’ve held numerous leadership and managerial positions as a Task Unit Commander, Officer in Charge, Surface Programs Analyst, and Training Officer. Additionally, I just renewed my Top Secret/SCI security Clearance.
Education: Excelsior College, BS in History, Cum Laude
Preferred Geography: Greater San Diego
What I bring to the team: I am able to accomplish goals by leveraging the individual skills of the team members I work with and ensuring that we are early adopters of best in class technology and lean processes. In doing so, I am able to empower the individuals on my team to make autonomous decisions and enable them to derive incremental value from their accomplishments.
Areas of interest: I would enjoy leading a team in an environment that is on the cutting edge of technology testing and adoption. I thrive in an environment that is constantly changing and one where the best ideas are leveraged for decision making and to identify the best path forward.
Education: Gulf Coast State College, Associate of Arts
Preferred Geography: Greater San Diego
If your organization could benefit from service-minded, adaptable, problems solvers like these, there is no more elite group of talent than the graduates of The Honor Foundation. Contact The Honor Foundation here to learn more about employing, mentoring, coaching and sponsorship opportunities for the world-class program.
Question: How much better would your team perform by adding someone with Special Ops experience?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
![The Honor Foundation: Heroes Ready for Hire by Your Organization]()
Leadership
After the presents are wrapped and before we ring in the new year, we’re looking forward to curling up on the couch with a meaty book on history, culture, or science to improve our leadership acumen. Here are the top picks that we’ve added to our holiday wish list this year.
1. Talking to Strangers: What We Should Know About the People We Don’t Know by Malcolm Gladwell
What it’s about: Talking to Strangers is a classically Gladwellian intellectual adventure. Something is very wrong, Gladwell argues, with the tools and strategies we use to make sense of people we don’t know. And because we don’t know how to talk to strangers, we are inviting conflict and misunderstanding in ways that have a profound effect on our lives and our world.
Why pick it up: For a challenging and controversial excursion through history, psychology, and scandals taken straight from the news. Gladwell revisits the deceptions of Bernie Madoff, the trial of Amanda Knox, the suicide of Sylvia Plath, the Jerry Sandusky pedophilia scandal at Penn State University, and the death of Sandra Bland—throwing our understanding of these and other stories into doubt. In his first book since his #1 bestseller, David and Goliath, Malcolm Gladwell has written a gripping guidebook for troubled times.
2. Out of Our Minds: What We Think and How We Came to Think It by Felipe Fernández-Armesto
What it’s about: Traversing the realms of science, politics, religion, culture, philosophy, and history, Felipe Fernández-Armesto reveals the thrilling and disquieting tales of our imaginative leaps—from the first Homo sapiens to the present day. Through groundbreaking insights in cognitive science, Fernández-Armesto explores how and why we have ideas in the first place, providing a tantalizing glimpse into who we are and what we might yet accomplish. Unearthing historical evidence, he begins by reconstructing the thoughts of our Paleolithic ancestors to reveal the subtlety and profundity of the thinking of early humans.
Why pick it up: A masterful paean to the human imagination from a wonderfully elegant thinker, Out of Our Minds shows that bad ideas are often more influential than good ones, that the oldest recoverable thoughts include some of the best, and that the pace of innovative thinking is under threat.
3. Frederick Douglass: Prophet of Freedom by David W. Blight
What it’s about: Winner of the 2019 Pulitzer Prize in History, Blight has drawn on new information held in a private collection as well as recently discovered issues of Douglass’ newspapers to write a biography of one of the greatest orators of his day and writers of the nineteenth century.
Why pick it up: A history professor at Yale who has long been a major contributor to scholarship on Douglass, slavery, and the Civil War, Blight portrays Douglass unequivocally as a hero while also revealing his weaknesses. At the same time, he speaks to urgent, contemporary concerns such as Black Lives Matter. Blight is a white man who has written the leading biography of the most outstanding African American of the 19th century. His sensitive, careful, learned, creative, soulful exploration of Douglass’s grand life, however, transcends his own identity. [excerpted from The Atlantic]
4. The Personality Brokers: The Strange History of Myers-Briggs and the Birth of Personality Testing by Merve Emre
What it’s about: An unprecedented history of the personality test conceived a century ago by a mother and her daughter—fiction writers with no formal training in psychology—and how it insinuated itself into our boardrooms, classrooms, and beyond.
Why pick it up: Drawing from original reporting and never-before-published documents, The Personality Brokers takes a critical look at the personality indicator that became a cultural icon. Along the way it examines nothing less than the definition of the self—our attempts to grasp, categorize, and quantify our personalities. Surprising and absorbing, the book, like the test at its heart, considers the timeless question: What makes you, you?
5. Biased: Uncovering the Hidden Prejudice That Shapes What We See, Think, and Do by Dr. Jennifer L. Eberhardt
What it’s about: You don’t have to be racist to be biased. With a perspective that is at once scientific, investigative, and informed by personal experience, Stanford University psychology professor Jennifer Eberhardt tackles one of the central controversies and culturally powerful issues of our time.
Why pick it up: To understand the neuroscience and social science about how racial bias works in our own minds and throughout society. Eberhardt’s research reveals critical information that can help leaders better understand how biases can impact our judgment and how we are perceived by those we lead.
6. The Infinite Game by Simon Sinek
What it’s about: In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. Sinek surmises that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.
Why pick it up: To consider the perspective of adopting an infinite mindset as a prerequisite for how to leave your organization in better shape than you found it.
7. The Library Book by Susan Orlean
What it’s about: Orlean, a longtime New Yorker writer, has been captivating us with human stories for decades, and her latest book is a wide-ranging, deeply personal and terrifically engaging investigation of humanity’s bulwark against oblivion: the library. [excerpted from New York Times Book Review]
Why pick it up: Brimming with her signature wit, insight, compassion, and talent for deep research, The Library Book is Susan Orlean’s thrilling journey through the stacks that reveals how these beloved institutions provide much more than just books—and why they remain an essential part of the heart, mind, and soul of our country. It is also a master journalist’s reminder that, perhaps especially in the digital era, they are more necessary than ever.
Question: What books would you like to add to your leadership library this year?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
On Thanksgiving Day, most of us look forward to enjoying plenty of good food. But, plenty of good conversation? Not on the menu.
With family and friends of all generations and mixed political persuasions coming together for the holiday, avoiding conversational controversy can be tricky. Even once safe topics like the weather can quickly turn into a stormy debate. As much as 64% of Americans report that their mental stress levels rise this time of the year. But conflict mediator Priya Parker suggests that we use gatherings like Thanksgiving to connect meaningfully, take risks, and be changed by our experience.
In her 2019 TED Talk, Parker offers three steps to turning everyday get-togethers into transformative gatherings.
Step 1: Embrace a specific, bold purpose. Instead of focusing on all of the little things — menu, music, seating arrangements — focus instead on the conversation, connections, and purpose that’s bringing everyone together. Take a pause to incorporate meaning beyond the “off the rack” Thanksgiving Day goals. Ask yourself, “what is the purpose of gathering with friends and family today?” or, “who can I learn something new from today?”
Step 2: Cause good controversy. “Human connection,” says Parker, “is threatened as much by unhealthy peace as it is by unhealthy conflict.” Around the Thanksgiving table, ask people to share stories rather than opinions. Ask for stories about when their opinions changed or their paradigm shifted. Give people a way into each other to share vulnerability and connect on a human level.
Step 3: Create temporary structure using pop-up rules. These are one-time constitutions such as, whoever brings their phone to the dinner table does the dishes. Pop-up rules like this allow us to harmonize our behavior and gather across differences without having to be the same.
“At their best,” Parker suggests, “gatherings allow us to be seen for who we are and to see.” Gatherings flourish when real thought goes into them, when structure is baked in, and when a host has the curiosity, willingness, and generosity of spirit to try. Read more in Parker’s book, “The Art of Gathering: Create Transformative Meetings, Events and Experiences.”
Question: What tips do you have on how to make your gatherings less routine and more meaningful?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
Picture this. The CEO needs to make a decision about a cost-saving measure, and has turned to your team for advice. In support of the initiative to go paperless, she wants to eliminate either pens or pencils from use by employees across the organization. The program will be considered a success if it is rolled out in 30 days from today, 100% of employees have converted from the legacy writing instrument, and employee morale does not drop.
As ridiculous as this initiative may sound, parts of this scenario sound all too familiar. Teams are often given limited time, little supporting data, and high expectations to make decisions that will have enterprise-wide impact.
What is also familiar is that teams are working on several other initiatives with compressed due dates. When the topic of pens versus pencils comes up on the team meeting agenda, only one member of the team has a strong position. Let’s call him the Advocate. The Advocate has studied the issue, has prior experience with a successful rollout of a similar initiative, and has drafted a plan to share with the team.
When the issue is brought up at a meeting, the team members are scattered in focus, and don’t practice the listening skills that would take advantage of the Advocate’s expertise and passion. Instead, they fall into four types of listeners: Ignore, Volley, Judge, and Apply.
Ignore. The Ignorer must attend the meeting, but obviously has other issues pressing for his attention. He’s buried in his phone, but throws out occasional comments like “Uh huh” or “Wait. What are we talking about?” from time to time. His guiding statement is, “You’re not important to me right now.”
Volley. This person doesn’t really agree or disagree with the Advocate about this issue, but wants to be a part of the conversation to get his own remarks on record. He’s preparing his comeback while the Advocate is talking, and interrupts in mid-sentence. His guiding statement is, “You think that’s right/wrong, I can top that.”
Judge. She strongly disagrees with the Advocate about this issue. She’s constantly fact-checking, and making assumptions and conclusions before she hears out the Advocate. Her guiding statement is, “Here’s your problem.”
Apply. This person considers the Advocate a subject matter expert and is here to learn, but not ask clarifying questions or offer feedback. She pays close attention as she downloads information from the Advocate and her other teammates. Her guiding statement is, “What can I take away and keep myself safe?”
Scenarios like this play out all too often in the workplace. The ability for teams to share information, and make decisions gets bogged down by the inability to listen. Instead, we accept unproductive listening behavior. We let Ignoring, Volleying, Judging, and Applying pass for listening. But to truly hear one another productively, we must practice listening with empathy, as follows:
Empathize. Team members don’t initially agree or disagree with the Advocate, but are present to the Advocate’s words and, more importantly, are open to being changed by what is said. They give their full attention to the Advocate’s words and body language. They stay curious, make an emotional connection, and set aside their own agenda. Their guiding statement is, “What are you experiencing?”
Listening with empathy takes practice. It requires being fully present to the thoughts and feelings of others, setting aside ego, and being open to information that may change your paradigm about an issue. As you go through your workday, take note of how many of the five levels of listening take place among your team members, and how your team would benefit by practicing listening with empathy.
Question: Which of the five levels of listening do you practice in your team meetings?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
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Leadership
Over the past 10 years, I have been honored to explore and debate the essence of power with Dr. Tony Baron. Specifically, how power impacts leadership, how leadership impacts culture, and, ultimately, how culture impacts performance. With a double doctorate in psychology and theology and decades of executive coaching experience with Fortune 100 companies, you can imagine the depth and breadth that Tony adds to the subject.
By: Dr. Tony Baron
Nobody likes to be labeled. And nobody likes to be misunderstood. Given the context of our national dialogue recently, this may be a good time to talk about how to respond, instead of react, when we are misunderstood.
I am not talking about times when there is a lack of clarity in communication. I am talking about when others judge you based on misinformation they have received (or conceived) that results in them questioning your character.
The injustice hurts deeply. But, as leaders, our ultimate responsibility is to not to react, but to respond, by modeling the behavior we would like to see in others. It is a true test of how we use power. Will we use our position to force others to bend to our will? Or, will we use our position to practice the discipline of transformative leadership?
Here are four ways that you can practice transformative leadership and respond, rather than react, when others attack your character:
1. Practice the Discipline of Not Having the Last Word
A transformative leader influences others by modeling appropriate behavior not only in positive situations but also in periods of criticism. When people attack your character, they often want to engage you in a verbal volley. Don’t do it. Transformative leaders have the discipline to not have the last word.
2. Practice the Discipline of Humility
An attack on your character may immediately send you into defense mode. If you have power, you may be tempted to use that power to punish the person who is attacking you. However, a transformative leader must refrain from presuming you can silence another person, and refrain from letting others know how wronged you feel. Humility comes from the word “grounded.” A grounded person reflects deeply to see what truth may be in the midst of falsehoods, what path may be used for reconciliation, and what direction you need to follow.
3. Practice the Discipline of Civility
A transformative leader understands that people who attack their character often betray their own fears and anxieties in the process. When people spew words at you in anger, recognize the pain or anxiety behind their words. Pause to reflect before you engage, then practice the discipline of civility. In Reclaiming Civility in the Public Square, civility is defined as “claiming and caring for one’s identity, needs, and beliefs without degrading someone else’s in the process.”
4. Practice the Discipline of Wisdom
Knowledge is a compilation of things true, maybe true, and definitely not true. Knowledge can lead to pride and a sense of superiority over others. Wisdom, on the other hand, is insight into reality. Reality is the only thing a transformative leader can count on. People of wisdom seek reality – not illusions, innuendos, or ill feelings.
So, to those who feel you have been misunderstood, take courage in the midst of adversity. Seek reconciliation. Practice the discipline of not having the last word, humility, civility, and wisdom.
Question: Have you felt misunderstood recently? Which of these practices might help you respond instead of react?
Dr. Tony Baron is Distinguished Scholar-In-Residence at Center for Executive Excellence and an internationally recognized speaker, writer, corporate consultant, professor and the San Diego Director of Azusa Pacific University Graduate School of Theology.
Dr. Baron is the author of six books, including The Art of Servant Leadership and a workbook manual co-written with noted author and business leader Ken Blanchard. Throughout his career, he has worked with hundreds of companies including Ford Motor Company, Coca-Cola Company, Warner Brothers Studios, and Boeing, among many others.
JASON GOYANKO
ANDREW SHAW
JIM EGAN
WILLIAM CRONAN
MICHAEL ANDRE
BEAU BROTHERS