May 02

Culture Changes Key Part of Transition

Categories:

Health and Well-Being, Military Transition, Social Media and Transition, Transition into Franchise Ownership, Transition into the Nonprofit Sector, Transitioning into Academia, Transitioning into Public Service, Transitioning Into The Private Sector

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Michael Watkins, author of “The First 90 Days” recently launched an interesting discussion in Harvard Business Review’s LinkedIn group, asking participants to define what is meant by an organization’s culture.  Here are some of my favorites:

  • Culture reveals how things are done, reflecting the fundamental values and ethics by which an organization operates, as well as the perceptions and commitment of its staff.
  • Culture can be classified into at least four types: Group/Relationship Culture (focused on teamwork and morale); Developmental Culture (rewards entrepreneurship and risk-taking); Rational/ Process-Oriented Culture (characterized by achievement and meeting goals) and; Hierarchical Culture (rewards rules, regulations and stability.)
  • The culture of an organization is the sum of all the words and actions of all members.  An organization’s stated…culture may be captured in its vision, mission and values, but the actual culture is how people behave and speak at work.
  • Organizational culture is “how we do it here.”

No matter how one defines it, understanding an organization’s culture and how to move forward within it, is vital for military leaders in transition from military service.  While one can debate the feasibility and merits of changing an organization’s culture, and the role any given individual can play in that process, it is not something that will happen overnight, if it happens at all. The more a transitioning military leader can learn about a new workplace culture and correctly assess the fit, the greater the prospects for a smoother professional transition.

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Adapting to a new culture is just one of the important topics that will be explored at the upcoming Military Officers’ Association of America (MOAA) Military Executives in Transition (MET) Program to be held on May 14, 2013 in Alexandria, Virginia.  I will be co-facilitating this one-day workshop which will be limited to 15 attendees; there are still a few slots left for those looking for a deeper dive into what it takes to make a successful transition into the civilian workforce.

The MET workshop goes beyond traditional ETAP course focus on resumes and interviewing, to delve more deeply into other critical components of the transition process, including:

• Cultural/psychological component of transition into civilian life.

• Building a stronger and broader network to accelerate your job search.

• Strategies for using recruiters and the opportunity for a group discussion with an experienced executive recruiter.

• Identifying mentors and developing professional relationships.

• Key lessons designed to engender success during the first three months in your new job.

• A moderated panel of your successfully-transitioned colleagues who are now either self-employed or working in the public, private, nonprofit and academic sectors.

In addition to the one-day workshop, the registration fee also gives you, at NO ADDITIONAL CHARGE, access to:

• MOAA’s Career Center (job board and resume bank);

• Resume development assistance;

• Online video interview preparation services;

• Hands-on social media job-search training session;

• Five hours of post-seminar personalized mentoring/coaching with a dedicated career management consultant;

• One hour of post-seminar personalized financial planning consultation from one of our registered staff Certified Financial Planners; and

• One hour of post-seminar personalized health care consultation with our MOAA healthcare subject matter expert.

Parking and lunch are also included.

The workshop and ALL of these additional benefits are included in the $499.00 registration fee for senior officers, with an additional discount available for MOAA members and as well as phased payment options.

TO REGISTER: Please email met@moaa.org with “MET Registration” in the subject line. Be sure to include your full name, your daytime phone number, and your MOAA membership number (if applicable).

 

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Apr 22

Becoming Your Own Boss After Military Retirement

Categories:

Military Transition, Transition into Franchise Ownership, Transitioning Into The Private Sector

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Nellis-AFBHaving reached the pinnacle of a military career, becoming one’s own boss can be a tempting second career choice. Some consider becoming franchise owners, a path that provides some independence along with a proven template and business structure. Others interested in full independence may give some thought to starting their own small business. COL (Ret) Dave McNeil followed the latter path; he founded Charleston, South Carolina-based Hannah Solar Government Services after 30 years of Army service.

VSB: Dave, what made you decide to launch your own company following your military career?

McNeil: I always knew that I wanted to own my own small business one day after my military career. I wanted a job where I would have the ability to be fully responsible for the success or failure of the organization and I wanted the job satisfaction of working for myself.

 I wanted a job where I would have the ability to be fully responsible for the success or failure of the organization and I wanted the job satisfaction of working for myself.

VSB: Tell us about your business and the work you do.

McNeil: We are an Engineering, Procurement, and Construction (EPC) firm that provides site-specific solar photovoltaic solutions to commercial and government clients across the United States and the Caribbean. As a Service Disabled Veteran Owned Small Business, we serve as a prime contractor to the US Government and as well as a subcontractor to large companies, helping them achieve federal small business subcontracting goals.

Our services include solar photovoltaic solar system planning, consulting, design, system installation, and maintenance. Our design staff includes certified Solar Photovoltaic Installers by the North American Board of Certified Energy Practitioners (NABCEP). Our installation staff includes engineers who are licensed Professional Engineers (PE), Master Electricians, service technicians, project management professionals, designers, and installers.

Currently, Hannah Solar Government Services has solar PV systems under construction on military installations in California, Alabama, New York, New Jersey, Texas, Maine, Puerto Rico and South Carolina for the US Army, US Army National Guard, US Army Reserve, US Navy, US Marine Corps and NASA.

VSB: What do you see as the critical ingredients for success as a small business owner?

McNeil: There are several ingredients that I think are critical.

  • Have the financial ability to work without income in the beginning and at other times during the business. You cannot count on a steady income stream potentially for a few years.
  • Ensure family support of your long term business goals. This includes a willingness to support you for the long hours of continuous work and periods without income. 
  • Be prepared to commit yourself fully. A new small business owner will need to be prepared to work 24/7 for a few years until the business is fully established. This is a big decision for a career military retiree who has already worked long hard hours, nights, weekends and multiple deployments all away from the family for 20-30 years. Even if you are prepared to do this, double check with family members to see if they are equally prepared for this level of  commitment.
  • Have the financial means to invest in the company (again assume no personal income) for several years until you turn the corner to profitability. This is often where new business owners fail to plan.
  • Take courses to understand the financial, tax, and other regulations of your new business before you start. There is much to learn about the details and administration of small business operations; these are things we never learned in the military. SCORE is a great organization and offers many free or very affordable courses.
  • Secure a few mentors who have been successful as small business owners including at least one who was career military. SCORE has mentors available. There is no substitute for getting advice from someone who has actually done what you are about to do.

VSB: It is great to see your company already giving back to the community. Tell us about your corporate philanthropy efforts.

McNeil: There are many great organizations providing support to people in need. I have chosen to focus our philanthropy efforts on organizations that support Veterans. Our company provides ongoing annual financial support to the following organizations:

  • United Services Organization (USO)
  • Wounded Warrior Project
  • Special Operations Warrior Foundation
  • Gallant Few Revolutionary Veteran Support Network

Additionally, we have started a project to donate residential solar systems to Disabled Veterans. We arrange for solar suppliers to donate the major electrical components and we provide the design, labor, construction management and commissioning. Our first Veteran to receive a donated solar system is Skip Askew, a 100% disabled Veteran and a Silver Star recipient from Vietnam, who lives in Greensboro, GA.

hsgslogoveteranlogohttp://www.hannahsolargov.com/vet-support.htm

We’d love to hear additional lessons learned from other veteran-owned small businesses.

What do you see as the benefits and challenges of running your own small business following a long career in military service? Tell us YOUR story!

 

 

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Apr 08

State Government Great Fit For Retired USCG Officer

Categories:

Military Transition, Transitioning into Public Service, Transitioning Into The Private Sector

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Cullen-SabreMany senior officers tend to focus their post-military career search on the federal government when thinking about working in the public sector. Tom Cullen welcomed the opportunity to bring his extensive Coast Guard experience in environmental protection and response, emergency management, port security and maintenance/logistics to California state government.

As one of two Chief Deputy Directors in the California Department of Fish and Wildlife, Tom serves as the Administrator of the Office of Spill Prevention and Response, bringing his skill set to the lead state agency responsible for all off-highway spill prevention, response and restoration.

Tom, how would you describe your transition from military service into the civilian workforce?

My transition was not an easy one. All I had known for the 31 years since graduating from high school was the Coast Guard. Anyone who spends that long with one company or agency is deeply imprinted with that organization’s norms and culture, making any transition to a new environment challenging.

My first job was as an executive director with a government contactor and it required that I make the shift from public service to a for-profit enterprise. As a senior Coast Guard Officer, I oversaw and directed hundreds of dedicated individuals with diverse backgrounds and skills. I would set a strategic vision and give minor tactical guidance, but let them do their jobs. In the private sector, I was expected to do it all and bill someone for my time!

There is a misperception, especially among federal contractors, that hiring retired senior government officials/ military officers is “money in the bank,” gaining access to their personal connections with their former agencies and turning those into contracts. I was not willing to tap my contacts for this purpose and was very pleased when I was invited to return to public service to run a state agency.

All I had known for the 31 years since graduating from high school was the Coast Guard. Anyone who spends that long with one company or agency is deeply imprinted with that organization’s norms and culture, making any transition to a new environment challenging.

What similarities are you finding between the nature of your current work and your previous military experience?

I currently work for a state agency that is the Coast Guard’s primary partner in oil pollution prevention and response in the State of California. While state and federal priorities are not always in alignment, my team – as it was in the Coast Guard — is incredibly passionate and dedicated to our mission of protecting the environment and responding, as efficiently as possible, to emergencies. Even things that may seem different between the State and Federal governments, like the budget development and legislative processes, are really more similar than not – it comes down to learning a new vocabulary, relationships, and process maps. Like federal agencies, we are always looking for better ways to do our missions with the scarce resources that we have.

What advice would you give to senior military officers in transition who are thinking of becoming independent consultants?

The best advice that I would offer is to establish a strong presence on LinkedIn and start building your professional network. Seek out former colleagues that are or were independent consultants. Interview them, paying particular attention to how they were able to win contracts. After I left the private sector, I spent 7 months as an independent contractor seeking work – this can be very tough in the current economy, especially if you are just getting started.

How can transitioning senior leaders better prepare themselves for the cultural shift in the civilian workforce?

  • Talk with trusted friends who are working in the sector of interest to you to get their perspectives.
  • Start making preparations no later than 10-12 months in advance of your retirement.
  • Discipline yourself to setting aside several hours each week to concentrate on the transition.  Nearly everyone I know, including me, waited until the last minute.  We are not ready to give up a connection with a service that we love!
  • Think about whether you want  to spend the valuable time before retirement, filling out one last entire Officer Evaluation Report (OER) to document the previous year’s work, rather than taking 10 minutes to fill out the more common “Not Observed” OER that is allowed as a final report for a retiring officer. Few private sector employers are going to ask for your last OER!
I made the very tough decision of turning down a leadership position with FEMA, in part because the agency wanted me to start working four months before I planned to retire. I felt some innate obligation to finish some CG projects and initiatives I had started. Once you or your service decide upon a retirement date, the top priority is finding a new job or, better yet, that next career. For example, I was disappointed to learn that several friends of mine fell short of taking care of some very important pre- and post-retirement tasks like never asking for a certified copy of their health records, not filing disability claims with the VA, failing to allocate their GI Bill benefits, and other seemingly “self-serving” items.
Any other advice you’d like to share?
As they state in TAPS seminars, I cannot emphasize enough the importance of NETWORKING. Both of my post-Coast Guard jobs came from friends who were previous colleagues who knew me, knew my work, and knew that I was (or would soon be) available. I have been approached with several other offers to interview for positions during the past three years, based upon my LinkedIn profile.

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Mar 26

Applying Team Leadership Skills to a Different Kind of Public Service

Categories:

Health and Well-Being, Military Transition, Transition into the Nonprofit Sector, Transitioning into Public Service

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Mary_KolarComing out of a long and successful career in the military, some might contemplate a quick escape to the golf course; others, such as Captain Mary Kolar, USN (ret) took advantage of post-military life to take “public service” to a new level. Currently serving as Director of Public Operations for the Madison Museum of Contemporary Art (MMoCA,) Mary is also running for a position on the Dane County Board of Supervisors.

VSB: Mary, anyone taking a look at your LinkedIn profile can see that you have not been sitting idle since you retired from the U.S. Navy five years ago. When you left military service, did you anticipate you’d soon be serving on multiple nonprofit boards and also serving as director of public operations for an art museum in Madison? What led you down this path?

KOLAR:  I knew as I prepared to retire from active duty service that I would live in downtown Madison. I was confident that with the many education, non-profit, and government organizations in town, I would be able to find employment. My priority was to find work I would enjoy, that would contribute to my community, and that would not involve a long commute. Serendipity led me to the MMoCA. As the Director of Public Operations, I am able to enjoy work, people, and art. Plus, my commute is a 5 minute walk from my condominium to my MMoCA office.

On active duty, I had been chief of staff of a major command, so 10+ hour days were routine. My husband complained I was wedded to my Blackberry as much as to him. I was looking forward to some rest and fewer responsibilities, yet at the same time, I looked forward to making a difference in my new community.

Within in weeks of moving full time to Madison, next door neighbors asked me to run for our condominium association board of directors. I was elected and was also voted by fellow directors to become the board President. I have since been reelected three more times. The feedback I receive most often is how appreciative people are about how I run meetings and that I “run the board like a business.”

I also became involved in veterans affairs. Wisconsin has a strong tradition of honoring and supporting veterans. One thing led to another and I was appointed to the Dane County Veterans Service Commission and the board of the Wisconsin Veterans Museum Foundation. I have found working with veterans to be very rewarding and I recommend it to everybody leaving active service.

I now joke that I have successfully filled my days to be as busy as I was while on active duty. In place of the Blackberry, I have a smart phone. At least my husband can’t complain about it, since he bought it for me.

For however many years we were in the military, we were there to serve. The nonprofit sector is a way to continue to serve and on behalf of causes for which we have the greatest passion.

VSB: Would you recommend working in the nonprofit sector to senior military leaders currently in transition? What are some of the similarities and differences you see between the nonprofit sector and military service?

KOLAR: I definitely recommend working in the nonprofit sector. For however many years we were in the military, we were there to serve. The nonprofit sector is a way to continue to serve and on behalf of causes for which we have the greatest passion. My passion is for leading people to achieve a common goal. MMoCA and its art enable me to do so in an exceptionally beautiful environment.

At the museum, I am responsible for, on average, 14 people. These employees, most of whom are undergraduate or graduate students, are similar to a military division. We provide security and ensure our guests have a pleasant experience. Being able to develop a team, as I did in the military, is another aspect of my work that I appreciate at MMoCA. I have a much lower employee turnover rate than is the norm in the museum security industry. I attribute this to the environment I have been able to create. MMoCA leadership has enabled me to be a valuable member of the organization, and  through my military experience, I am able to do the same within my department.

One of the things I appreciate most about work in the nonprofit sector is greater recognition of commitments outside of the workplace.  While I wouldn’t trade my 28 years of active duty service for anything, I don’t miss the 24/7 expectation of availability. Another benefit is a more stable workforce, i.e., people aren’t leaving after two to three years. While I treasure the friends I made at every duty station, there are too many I have not seen in years. Now, I have friends and colleagues who have been at MMoCA for decades.  I have been at the museum for more than four years and, other than my part-time employees, I am still one of the newest staff members.

My advice for those preparing for transition is to be open to the unexpected possibilities.

VSB: If you knew when you were getting ready to retire from the military what you know now, is there anything you might have done differently to better prepare yourself for the transition?

KOLAR: My life is so good; I am having difficulty thinking of anything I would have done differently; perhaps if I had known I would be working in a contemporary art museum, I would have spent more time in art galleries and observing their security practices.

During transition assistance training, we are advised to make a list of our passions when considering future employment options. Mine were food, wine, and animals. Though I am not directly in the food or wine industry, so much of my post-military work and play activities involve sharing the products of the vigneron and farmer.

My family and I also volunteer at and sponsor Veterans Equine Trail Services, an organization that assists active duty and former military members with their transition to the civilian world. Being with the horses is very therapeutic for everyone involved.

My advice for those preparing for transition is to be open to the unexpected possibilities.

VSB: I understand you are currently running for a position on the Dane County Board of Supervisors. How did your military experience prepare you to run for office and do you see an expanded role for yourself in politics further down the road?

KOLAR: “Leadership” is the word I hear most often when people tell me why they are pleased I am a candidate for the Dane County Board of Supervisors. They see my organizational skills and methodical practices.  Early in my Navy career, I was rewarded for my work ethic and management skills. These same abilities are being recognized as voters prepare to go to the polls to select a candidate.

The same attributes rewarded by the military have also prepared me for service on the County Board:

  • Ability to lead when necessary.
  • Being a contributing member of a team that researches solutions to problems.
  • Capacity to work with others to develop plans to avoid future problems.  

My expanded future political role will be to help more women get elected…There needs to be a woman at the table for the female voice to be heard.

My expanded future political role will be to help more women get elected. The military services have recognized that 50% of the potential workforce has been ignored or minimized too long. This is true in politics as well. There needs to be a woman at the table for the female voice to be heard.

VSB: Any other thoughts you’d like to share with senior military colleagues currently preparing for transition into the civilian workforce?

KOLAR: Please ensure everyone has an opportunity to have transition assistance. I began preparing for my transition more than a year before retiring. I was able to enjoy an entire week in San Diego participating in the Navy’s transition program. My personal experience of an exceptionally smooth transition is an example of the success I experienced with this program.

I have assisted other organizations wanting to hire veterans. Too many times, I have seen resumes and applications that are undecipherable by a civilian. I have been able to help, but, for example, as a Navy veteran, I wouldn’t expect an Army veteran to know how to describe my naval duties and responsibilities. Too many veterans either don’t know how to write a civilian style resume or they have chosen not to listen to the advice they have been given. This ignorance is literally the difference between being hired or not.

Anyone making the transition needs to know how to communicate in civilian terms and manners of speech. Senior military should be prepared to do this and need to ensure that those for whom they are responsible are equally well-prepared.

 

 

 

 

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Mar 19

Daniel Pink Reminds Job-Seekers “To Sell is Human”

Categories:

Military Transition, Social Media and Transition, Transition into Franchise Ownership, Transition into the Nonprofit Sector, Transitioning into Public Service, Transitioning Into The Private Sector

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daniel pink“I don’t want to do sales” is a frequent lament of many senior military leaders in transition. Following my previous post on this topic, I had the good fortune to read To Sell is Human and to ask its author, Daniel Pink, to help reframe this issue for those laying the groundwork for their post-military careers:

VSB: Dan, your new book, To Sell is Human, addresses how we use some aspect of selling in our everyday lives, whether we hold formal sales positions or not. Would you share three examples of how this is so, outside of a job in the private sector?

PINK: We spend an extraordinary amount of time each day doing what I call “moving” other people — convincing or persuading them to give up something they have, in exchange for what we have. That’s true on the job. But it’s also true, as you say, in other realms.

For instance, as parents, we’re trying to get our kids to clean up their rooms. As homeowners, we’re trying perhaps to get our neighbors to move their trash cans to a different place. And as volunteers and citizens, we’re trying to get our churches and synagogues or our town council to go in a different direction. Again, it’s a big portion of our lives and we can learn how to do it better.

VSB: Many people feel they need to be strong extraverts in order to be effective in sales. Why do you feel that is NOT the case?

PINK: It’s not what I feel. It’s what the research says. New research out of the Wharton School shows that the very best salespeople are not strong extraverts. But they’re not strong introverts either. Instead they’re ambiverts. That’s a term that has been in the literature since the 1920s and it describes people who are in the middle — who are somewhat introverted and somewhat extraverted. Why are they more effective? Because they’re more attuned. They know when to speak up and they know when to shut up. They know when to push and when to hold back. The good news: Relatively few of us are strong introverts or strong extraverts. Most of us are ambiverts, which means that most of us can be reasonably good at sales in all its dimensions.

The main thing to understand is this: Selling isn’t some grim accommodation to a merciless world of commerce. It’s part of who we are—and therefore, something we can do better by being more human.

VSB: Senior military leaders have achieved their rank through their professional accomplishments and years of experience managing vast resources and large numbers of personnel. Yet, when it comes to “doing sales” or “business development,” some either consider it “dirty” work or internally fear the rejection. What can they do to reframe their thinking?

PINK: First, it’s important to realize that one reason we think sales is dirty — and most of us do — is less about sales than about the conditions in which sales have long taken place. Most of what we know about sales comes from a world of “information asymmetry,” where the seller knows a lot more than the buyer. When the seller has a huge information advantage over the buyer, the seller can take the low road. This ”information asymmetry” is the reason we have the principle of ‘buyer beware.’

But in the last few years, we’ve moved closer to information parity. When buyers know as much as sellers — and when they have lots of choices and the means to talk back — that’s a radically different world. That’s a world of “seller beware.”  Today, to sell anything — whether your product, your idea, or yourself — you have to take the high road. That can help reframe our thinking. In other words, the way to be more effective is to be more human.

VSB: Senior military leaders must acclimate to a new culture after 20-30 years living within the military community. Using your “time traveler” analogy, how might they best approach adapting to a new professional culture?

PINK: This is a really interesting technique from improvisational theater. Two people pair up. You think of a few items that didn’t exist 300 years ago — say, a Big Mac or a takeout pizza or hot tubs or iPhones. Then one person plays a contemporary person – and he or she has to explain that item to the other person, who plays someone from 1713. This ends up being surprisingly hard. It makes you examine your underlying assumptions and rethink how understandable your message is. It’s a great way to strengthen anyone’s perspective-taking muscles.

pink bookVSB: Any other key points from your new book that would be especially helpful for senior military leaders in transition?

PINK: The main thing to understand is this: Selling isn’t some grim accommodation to a merciless world of commerce. It’s part of who we are—and therefore something we can do better by being more human.

 

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Mar 01

NYSE Provides NCOs Paid, Hands-On Training

Categories:

Military Transition, Transitioning Into The Private Sector

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Opportunities to get hands-on training in a new field — and get paid for doing so — are few and far between. Smart organizations recognize this is a win-win strategy especially when it comes to hiring veterans. A company or organization gets a chance to conduct a very long interview ( lasting from a couple of weeks to a few months) and watch a candidate’s ability to learn new skills and adapt to a different fast-paced environment. The veteran gets a taste of a new industry to assess whether it is a good fit before having to sign on the dotted line.

It is not just corporate behemoths that have incorporated creative internship and fellowship opportunities for veterans.

For example, while many might think about the New York Stock Exchange as a very large enterprise, Lisa Dzintars-Pahwul, NYSE’s Managing Director, notes that the company has 1500 employees and typically hires only about 100 people a year.

But in 2012, the NYSE had what it took to launch a valuable enlisted veteran training/hiring program:

  • The commitment of its CEO coupled with the veteran experience of its Deputy Chairman who understood the importance of addressing the high unemployment rate of transitioning enlisted veterans;
  • The savvy to integrate veteran training and hiring into an existing NYSE summer training internship;
  • Collaboration with veterans organizations such as IAVA, the Wall Street Warfighters and Four Block to help promote the internship opportunity and;
  • The support and active involvement of NYSE department heads and the human resources team to roll up their sleeves and become part of the training/education process.

The first group of interns completed their paid eight-week internship during the summer of 2012, spending much of their time on the NYSE floor, learning the ropes and hearing from NYSE senior executives. In the summer of 2013, the internship will be increased to 10 weeks.

I asked Lisa to share her advice for vets and the companies thinking about hiring them, given what has been learned to date through the NYSE program:

  • The military, prospective employers and vets must do more to help translate military experience into skills valued in the civilian workforce.
  • Veterans should be able to specifically identify how their qualifications match the skills identified in the job description.
  • Collectively, we must do more to dispel the myths about hiring veterans.
  • Human resources managers may want to take more time to read a veteran’s resume, rather than quickly dismissing an individual if an immediate/direct fit is not readily apparent.
  • Companies can be supportive of veterans’ transition in many ways. This can include having employees work with community veterans to review resumes and practice interviewing; being involved philanthropically to support veterans’ organizations; hands-on paid fellowships/internships to provide practical experience and training that will help make the veteran more marketable to civilian employers.

Transitioning senior NCOs interested in learning more about the NYSE 10-week paid internship can visit: http://www.nyx.com/who-we-are/advocacy/veterans/associate-program

 

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Feb 06

Beyond ETAP: Accelerating Your Career Transition

Categories:

Health and Well-Being, Military Transition, Social Media and Transition, Transition into Franchise Ownership, Transition into the Nonprofit Sector, Transitioning into Academia, Transitioning into Public Service, Transitioning Into The Private Sector

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  • Have you taken an executive  career transition course and found that it left you less than fully prepared to successfully enter the civilian workforce?
  • Would you like to get a better handle on the pros and cons of working for smaller versus larger firms, public service versus the private sector, and negotiating your benefits package?
  • Could you use some extra help developing a successful pitch that separates you from your military and civilian competition as well as a personalized coaching session?

If you are a senior military leader in transition, you answered “yes” to any of those questions, and you live in the Washington, DC metropolitan area, you will want to mark your calendar and register to attend an important workshop that will be held in the next several weeks. The Military Officers Association of America (MOAA) is launching its Military Executives in Transition (MET) advanced career workshop, to be offered separately for senior officers, senior Warrant Officers and Senior NCOs.

The MET program and its follow-on benefits will provide a significant boost to your pursuit of a rewarding civilian career.  The one-day seminar goes well beyond the traditional ETAP focus on resume-writing, interviewing and proper business attire, to address the more complex issues related to successful senior military-to-civilian career transition.

The workshop fee (with discounts for MOAA/Voices members) includes follow-up assistance including online interviewing, resume review, social media training, a financial planning session and five hours of follow-on personalized career transition assistance to help propel you forward in your job search.

Class size is limited. Please see the flyer below for available dates. For more information, please go to (and share with your colleagues) the following link – you will find the information about the Military Executives in Transition program at the bottom of the page: www.moaa.org/career

MOAA-ETAP-Flyer

 

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Jan 18

” I Don’t Want to Do Sales”

Categories:

Military Transition, Social Media and Transition, Transition into Franchise Ownership, Transition into the Nonprofit Sector, Transitioning into Academia, Transitioning into Public Service, Transitioning Into The Private Sector

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Over the years, I have come across senior military leaders in transition unsure about which career path to pursue next; the one certainty many seem to share is an almost visceral aversion to “doing sales or business development.”

Everyone can appreciate the stereotypes of the used car salesman or other “aggressive” vendors we have encountered who seem determined to push their product or service no matter how many times we express our disinterest. Or perhaps, you remember being approached by former military colleagues who have “gone over to the the dark side.”

…almost every job at the senior level will require you to sell something…

As you transition, you will soon recognize that almost every job at the senior level will require you to sell something; it’s just a matter of how you become comfortable with that reality. What has always worked best for me is to believe in the product and…

THE FIRST PRODUCT YOU WILL HAVE TO SELL IS… YOU

The first product/service you will have to sell is YOU.

  • Why should someone hire you over someone else with a comparable skill set and equivalent experience in the military?
  • Why is your “product” or “service” worth top-billing?
  • Do not look at this as “selling your soul.” Your first job in transition is to believe, deep in your gut, that you are the best “product” on the market.

Your first job in transition is to believe, deep in your gut, that you are the best “product” on the market. 

NO MATTER THE SECTOR

Private Sector: As others have previously shared, no matter what your position in the private sector, your firm will expect you to be fully familiar with its products and services, be able to speak to those with everyone you meet, and be concerned about how the sale of those products and services affect the company’s (and your) bottom line. If sales are down, you may find yourself out of a job.

Many transitioning senior leaders will be pursued by companies for roles in business development; their goal is to find individuals willing and able to tap into established contacts and able to build and grow new relationships that, at the end of the day, month or year, will lead to continued or new business for the company. It’s the key to corporate survival.

Nonprofit Sector: Selling is equally vital in the nonprofit sector. If an organization is unable to persuade its stakeholders – i.e. its donors, its clients, the media and the general public – about the value and importance of its mission and the services it provides, it will soon shut its doors.

Government: Leadership positions within local, state and federal governments require the ability to effectively sell a new project, department or direction in order to secure the resources needed to make the new goal a reality.

Academia: Even in this field, administrators or professors may be called upon to support the university’s fundraising/development efforts or to advocate on behalf of additional resources for a given department. Being able to make an effective “sales pitch” can yield very positive outcomes.

Don’t Get Hung Up on the Terms “Sales” or “Business Development”

There are many excellent books and other resources available to help you gain greater comfort with “selling.” I am willing to bet that selling is a skill you already have; you just didn’t think about it in that way. Don’t get hung up on the word and the images of the used car salesman; selling can be a powerful skill that can be used effectively in many different careers to make a profit or to sell an important mission, concept or project. And you have already nurtured and cultivated countless relationships in your military career to further a mission; business development is a very similar process — the new mission is just selling the product, service or company.

If you are still wavering, try to remember:

  • In selling, the customer hasn’t said “no” until you hear the word “no” and even then, it doesn’t always mean “no.”
  • Even a definitive “no” is not a rejection of you; don’t take it personally. Try to find out who ultimately wins that company’s/individual’s business and study the components of that success story to strengthen your case next time around.
  • When you persuade someone about an idea, a mission or a new direction, you are selling. Build on the skills you undoubtedly already have, and the next sale you make is likely just around the corner.

*                                                *                                                 *

What books or resources have you used to strengthen your selling skills? What strategies or techniques worked best for you to become more comfortable with the concept of selling?

 

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Jan 08

Retired Command Sergeant Major Picks Civilian Career to Support Military Families

Categories:

Military Transition, Transition into the Nonprofit Sector, Transitioning into Public Service

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mcwilliamsAfter a long career in military service, some senior leaders choose a second career that allows them to continue to support the men and women on active duty.  Terrance McWilliams retired after a 30-year career as Command Sergeant Major and Senior Enlisted Advisor to the Commanding General at Fort Carson, Colorado. He and his spouse decided to retire in the same area and he became active in several capacities within the nonprofit community, including positions as Director of Military and Veteran Affairs at El Pomar Foundation, as President of The Citizen-Soldier Connection and as a board member of the Pikes Peak Chapter of the American Red Cross. I asked McWilliams to share his transition experience and to describe the path he took into the nonprofit sector.

VSB: Can you describe how you felt when you first retired from military service? What were some of the ups and downs you experienced?

TM: As with any senior leader, I had mixed emotions. In my case, I started preparing myself two years in advance – mentally, personally, and financially.

 …I started preparing myself two years in advance — mentally, personally, and financially…I knew that when the uniform came off, so did the rank.

The ups included being mentally prepared; by that, I mean that I knew that when the uniform came off, so did the rank. I also knew where I was going to settle down and thus, started networking well in advance with several community leaders and businesses. As I thought about what came next, my goal was to find a job that provided fulfillment and teamwork.

The down side was the realization that the civilian job sector does not function as does the military and in most cases, is lacking in teamwork in addition to setting expectations too high.

VSB: Soon after military retirement, you were asked to join the nonprofit El Pomar Foundation. What appealed to you about joining the nonprofit sector?

TM: What appealed to me was the ability of become part of a team that focuses on the health and welfare of others. Remaining in a community that has a strong military and veteran presence, I was drawn to the mission statement of El Pomar Foundation: “enriching the lives of the citizens through grant making.” The foundation’s Trustees were in search of a better way to improve their outreach to the military and asked if I would assist in this regard. It has been an excellent opportunity to continue outreach efforts in taking care of soldiers and families.

VSB: Since that time, you have also served on the boards of several nonprofit organizations. What do you feel former senior military leaders bring to the role as board member of a nonprofit organization?

What you bring (to a nonprofit board position) is purpose, work ethic, leadership, the ability to ‘think outside the box’, and flexibility.

TM: What you bring is purpose, work ethic, leadership, the ability to ‘think outside the box’, and flexibility. We do not allow ourselves to be tied up by the rigidities of regulations and internal bureaucracy.

VSB: Given your role in The Citizen-Soldier Connection, would you share your views about why you feel it is important for current and former military leaders to develop broader connections with citizens in the civilian community?

TM: History tells us that there has been a tradition of mistrust between the citizens and the military. I cannot say that this is true today but it is important for retired military to engage and inform the public of the importance of military service in order to maintain a strong “all-volunteer force.”

As President of Citizen-Soldier Connection, I see our mission as straightforward: The Citizen Soldier Connection (CSC) connects Ft. Carson soldiers and their families with volunteer citizens in the community for the purpose of providing a local support network for soldiers and their families, and by doing so, enhance and enrich the quality of life for military personnel, their families, and involved citizens.

VSB: Any other advice you’d like to share with senior NCO’s in transition?

TM: My experience and observation has been that we, as senior NCO’s, discount the value of our contributions. The skill sets acquired throughout our careers, along with the capacity to build teams, are of value to any organization.

  • Don’t limit yourself as to what job sector you are best suited for and remember, it’s not always about the money. All too often, I see E8’s and E9’s chasing a six- figure job. Well, I say that “If wanted to go back into harm’s way – then I would have stayed in uniform.” You have to set expectations that your compensation will be lower but over time, it will increase.
  • It is so easy to stay within your comfort zone. Get out of the confines of the gate and network. There is an old saying that I believe to be true. “It’s not a matter of what you know – but more of who you know”. A word of caution – networking incorrectly can also have a negative effect.
  • Finally, you gave so much to your subordinates. The nonprofit sector is another rewarding field of giving.

 

 

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Jan 01

Fulfilling a New Mission in Your Encore Career

Categories:

Military Transition, Social Media and Transition, Transition and Military Spouses, Transition into the Nonprofit Sector, Transitioning into Academia, Transitioning into Public Service

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Marci MelendezAfter a long career in military service, it can be hard to imagine what other work you might find as fulfilling. Marci Alboher, author of “The Encore Career Handbook: How to Make a Living and a Difference in the Second Half of Life” and Vice President of Encore.org says we should stop imagining and start doing! I asked Alboher how senior leaders in transition should approach the leap ahead into a rewarding and meaningful encore career:

VSB: Congratulations on the recent release of your book “The Encore Handbook: How to Make a Living and a Difference in the Second Half of Life.” After working in any given field for an extended period of time, how can boomers best prepare themselves for their next act in life?

Alboher: These shifts usually involve two parts — figuring out what you want, and then figuring out how to get there. Some people know the what, so they can just focus on the how. But I encourage even those who think they know what they want, to do some digging around to confirm their hunches. As you go through this process, use methods that have worked to help you get through other significant life transitions. For example:

  • Do you prefer to reflect on your own or brainstorm with others?
  • Do you like to find your own way or would you appreciate a program to get some retraining or new skills?
  • Are you drawn to reading, talking to others, or trying things out to learn more about things that interest you?

 Knowing the answers to questions like these will help you find your own transition style and get started.

VSB: Many senior leaders retire from a long career in military service where they have been at or near the top of their game; they have established credibility and earned respect for their acquired knowledge and years of experience. What advice would you give to those who may feel a bit nervous inside about starting all over again, but are still interested in finding a new opportunity about which they can be passionate and through which they can still earn an income?

Alboher: You’ve hit the nail on the head. In order to successfully transition from a senior role to something new, you need to have a good sense of your talents and abilities as well as a healthy dose of humility and willingness to learn new things.

VSB: Career coaches typically advise those in transition to do their homework and research new fields that may be of interest in an encore career. Is there a more “hands-on” way to determine if a different career path might be a good fit, before making a longer-term commitment?

Alboher: Get out and do things! Once you have some ideas of roles and types of work that interest you, find some ways to get a closer look:

  • Volunteer.
  • Do an informational interview.
  • Identify someone to follow around for an afternoon.
  • Take on a pro bono consulting project to test the waters.

These kinds of experiences will help you pull back the curtain to see how the reality of a certain kind of work matches up with what you imagined it would be.

…pull back the curtain to see how the reality of a certain kind of work matches up with what you imagined it would be.

VSB: Senior military leaders in transition frequently think about post-military careers working for either the federal government or the private sector. How might a new career in the nonprofit arena be a better fit for some of these individuals?

Alboher: Seasoned members of the military are quite comfortable in an environment focused on accomplishing a shared mission. So that is an area where the culture of a nonprofit might feel familiar.

That said, people transitioning from the military might need to adjust to a culture where decision-making processes and hierarchy are not straight forward, as is often the case in nonprofits. That is why volunteering or finding some other ways to get to know any institution is so important.

Even within the nonprofit sector, cultures vary dramatically based on an organization’s size, management style and other factors.

If working in a mission-focused setting is a draw, those transitioning from the military shouldn’t confine themselves to nonprofits. The field of social entrepreneurship is filled with ventures that use both nonprofit and for-profit models to innovate around social change.

Some of the best insights come from the detours on the way to where you thought you were going.

VSB: Any final thoughts from your book that you might like to share with our readers?

Alboher: Transitions always take longer than we think, so don’t expect big things to happen overnight. And remember:

  • Some of the best insights come from the detours on the way to where you thought you were going.
  • Give yourself permission to get “lost.”
  • If possible, find ways to connect with others going through a similar process. Even if you’re at different stages of transition, having a network to lean on and support will be make the experience easier and more gratifying.

The Encore Career Handbook is available on Amazon at: http://amzn.to/10mHCD5

 

 

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