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Transitioning and advancing in the civilian workforce offers more opportunity than pitfalls for military veterans. The civilian career transition is the opportunity to build on your experience, find a new career, discover a passion in a new field, find a place to call home, and learn how to excel in a new corporate culture. Gallup found that one of the leading challenges for companies is hiring engaging employees and good managers. According to Gallup, “The best managers are gifted with the ability to inspire employees, drive outcomes, overcome adversity, hold people accountable, build strong relationships, and make tough decisions based on performance rather than politics.” Know anyone with these skill sets?
Yes, military service members.
However, one of the areas that can trip up military veterans in their career transition is worrying about stereotypes that civilians-en-masse may or may not have of military culture. Veterans can become consumed with worry trying to anticipate real or perceived stereotypes that hiring managers or their civilian bosses have about military service, post traumatic stress, combat service, political disagreements, etc. One realization that veterans must understand immediately is that we never will be able to cognitively dissuade everyone, in whatever position or capacity, out of stereotyping. The secret is to ignore the stereotypes and focus on your value and what you can do for your new organization.
When I first entered into the infantry and special forces, people loved to joke about my 5-foot-6-inch height --- from behind, I literally looked like a “rucksack with feet” since you could not see my head, arms, or legs. To overcome the size stereotype, I focused on becoming the best. I focused on running faster, being stronger, leading better, and so on. My performance spoke for me and my reputation when everyone on my team stood at least six inches (or more) taller than me. Once I showed my abilities, performance, and passion, my size was never an issue in the field or on deployments. This is exactly what veterans have to do in the workplace. Demonstrate a passion to perform, apply your military experience to your new profession, lead when no one is telling you to, and excel in every area. Sounds a lot like being in the military.
There are steps that you can take immediately to draw attention to the value that you bring to the workplace. First, business people love competitive intelligence gleaned from public sources, but no one knows how to create a business competitive intelligence program. Create a competitive intelligence report and distribute it to key leaders in marketing, sales, operations, supply, and finance. Second, conduct a risk assessment of your workplace to make a safer working environment. Use the standard military risk assessment of identifying hazards and create risk mitigations for implementation. In a day, you can make a safer environment for your company and colleagues.
Think of how military skills can be utilized to train people, engage employees, cut costs, make products better, and help your company react to the competition. These are all abilities that every veteran has no matter rank or branch of service and they will make an immediate impact in a business environment.
In the workplace, how you translate your military experience into competitive work traits matters. What people initially think of you or your background does not matter --- it should not be your focus, so don’t worry about it. Today, start with, “I can do …” and not, “What do people think …” Military experience is a positive differentiator of career success --- make today the first step.
The Navy is investigating reports that a female Marine discovered a hidden camera in one of the women's restrooms aboard the USS Arlington, an amphibious transport dock that's currently on at port in Greece, NBC News originally reported.
Today, an American service member died in a "non-combat incident" in Ninawa Province, Iraq according to a statement by Operation Inherent Resolve, the U.S.-led coalition fighting the Islamic State.
"I held one [sailor] in my hands as he passed. He died in my arms."
It's been 30 years since an explosion inside the number two gun turret on the USS Iowa killed 47 American sailors, but for Mike Carr, it still feels like yesterday.
"I knew all 47 guys inside that turret because as part of the ship's policy we had rotated between all three turrets," Carr, who served as a gunner's mate in the Iowa's aft 16-inch turret, told Task & Purpose. "We all knew each other rather intimately."
On April 19, 1989, the day of the blast, the ship was preparing for live-fire training at Vieques, Puerto Rico Naval Training Range.
Carr was wearing headphones that allowed him to hear what the crews in the other turrets were saying.
"At 10 minutes to 10 a.m., somebody came over the phones and said, 'We're having a problem, Turret 2, center gun,'" Carr recalled. "Then approximately two minutes later, I recognized Senior Chief [Reginald] Ziegler, who was the chief in charge of Turret 2, yell into the phones: 'Fire, fire, fire! Fire in center gun, turret 2. Trying to contain it.'"
Then came the blast, which was so strong that it ripped the headphones right off Carr's head.
Organizations offer training, certifications, networking to connect veterans, businesses
As a graduate of the U.S. Military Academy at West Point and a newly minted second lieutenant, I felt well-prepared to tackle the challenges facing a junior field artillery officer in the U.S. Army. When the time came to leave the Army, however, I was much less prepared to make the transition into the yet-unknown civilian sector.
One of the primary issues facing veterans after we transition is that we lack the same sense of purpose and mission that we had with our military careers. Today, more than ever, our service members volunteer to put themselves in harm's way. They are defending our freedom across the globe and should be recognized as our country's true heroes. It's critical that employers educate veterans and provide viable options so we can make informed decisions about the rest of our lives.
The two-star general in charge of the roughly 15,000-strong 2nd Marine Division has turned micromanagement into an art form with a new policy letter ordering his Marines and sailors to cut their hair, shave their faces, and adhere to a daily schedule that he has prescribed.
In his "Policy Letter 5-19," Maj. Gen. David Furness lamented that he has noticed "a significant decline in the basic discipline" of troops he's come in contact with in the division area, which has led him to "FIX IT immediately," instead of relying on the thousands of commissioned and non-commissioned officers below him to carry out his orders.