Deliberate Development

Professional Development for the Military Leader



Daily Deliberation: 30 January 2019

We care more about the number of likes we get on our posts than we do the actual impact we have on others. It is instinctual to want to be loved and accepted and that is something we can’t change; however, we can control our actions. I will admit when we hit 2,000 likes for our Facebook page, it felt great. However, I had to fight the desire to be accepted to truly contemplate how great of a privilege it is to have this platform to grow together in our beloved profession of arms. Don’t pander for the love of others, do what is right and the right people will appreciate it. Thanks to all of you for being on this journey of deliberate development with us!


Daily Deliberation: 24 January 2019

I have always struggled with the finding the motivation to get moving on a project. It never came and kicked me off my butt. Instead once I told myself to just start it and see where it goes from there, motivation magically appeared. We have to make the first move on our own free will.

Daily Deliberation: 22 January 2019

Haven’t we all thought something like this before? Whenever I was working with a new person and we were coming close to the suspense, the pressure would get to me and I would think they were the problem. In all reality, it was me. I hadn’t prepared them well enough. It took me longer than I care to admit to learn this lesson, but once I did I became the teacher I wish I had.

Daily Deliberation: 17 January 2019

What is holding you back from getting where you want to be and achieving what you want to achieve? We need to recognize we might not be in control of what happens to us, but we do control how we respond.

Daily Deliberation: 15 January 2019

This year Dr. King would be turning 90 had history been written a different way. I can only imagine the impact he would have had with messages similar to the ones he conveyed. His strength to stand strong in the face of utter hatred will hold me awe for the rest of my days.

Happy Birthday Dr. King and thank you for inspiring millions and changing the world in which my children live.

Daily Deliberation: 11 January 2019

I’ve felt confusion in many roles I’ve held. Those jobs quickly became demoralizing as I struggled to understand what priority I was working toward while my grandiose ideas were put on the backburner permanently. Many Airmen fight with this issue. The sooner we recognize that we must set a priority in our jobs and understand the essential duties from the nonessential, the sooner we might alleviate stress and anxiety that comes with doing many things but not being effective at any of them. One reading I recommend is ‘Essentialism’ by Greg McKeown. I’ve found that, while I am not great at many aspects of my job, I know that the focus I’ve applied to a few areas will pay dividends in the future and make a better organization overall. The hardest part is knowing that means I may upset some people in the chain of command, but it is a tradeoff for the greater good and provides a clarity of purpose and it’s something I have come to terms with. Focus is key, and doing a few things with excellence can make all the difference.

Daily Deliberation: 9 January 2019

Feedback is a foundational task for any NCO. We believe that a lack of errors is good performance and if there are no errors, no feedback is necessary. What actually happens is that we close off the opportunity to improve our organizations. When we don’t guide and develop people at the one-on-one level (with regular feedback, not just formal), the cracks start to show in bigger ways within the organization. I’ve seen this manifest into a top-down management culture, making it reactionary and ‘dumber’ because only the people at higher levels can see the wider scope of the situation and compensate for the gaps in the organization’s performance. More systems are then created to avoid errors. Just because nothing is wrong doesn’t mean that we shouldn’t develop people before they make mistakes or bigger problems appear—we should coach our people and share our experiences. In the long run, I think we could avoid bigger cultural problems because of it.

Daily Deliberation: 8 January 2019

As the MSgt was raising his voice, it was apparent that he was passionate about the topic we began discussing a few minutes earlier. I stayed with the conversation. Had I taken my ego and rank as a SMSgt into the situation, I would have likely reacted differently. My patience paid off because he got his message across—he had been putting off a needed surgery because he felt obligated to stay on the roster to work. Rank and ego should never be part of a discussion when a subordinate is trying to talk about an issue—you might unintentionally extinguish a conversation that might build some trust and uncover problems.

Daily Deliberation: 6 January 2019

Why is it so hard to show compassion sometimes? When it is someone I care about deeply, it is very easy to care about their feelings. However, when it is someone who is a bit annoying, it is more of a challenge to have true compassion for their problems. For me, I do my best to imagine it is my child or sibling who is going through this and then try to employ the same measures I would for them.

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