Josh Otterline’s Post

How do you get someone else to take ownership? It's the question we hear most often at Echelon Front. First of all, you have to take ownership yourself. "This is my fault. I didn't give the team enough help or the resources you needed to succeed. Next time, I'll do a better job explaining and asking the right questions." If there's a problem with the team, you should be the first one to step up and own your fault. Set the example as a leader, and people will follow and notice your accountability. Learn more of these tactics to get people to take #ExtremeOwnership on our latest YouTube video with Jocko Willink and Leif Babin. https://lnkd.in/gry3-wKh

When is the right time to fire someone? How do you know when to mentor and when to fire? These are tough questions that every leader must deal with at some point. Here’s a discussion Jocko Willink and I had on this topic. Echelon Front

This is a great conversation about the counseling process not just about when to let someone go. As a leader you need to have the conversations with your staff and yourself to understand where the shortfalls are. How are you failing your team? How can you adjust to get your team to improve themselves?

Enhancing the Weapon X Combat Uniform with Bulletproof Goo: A Comprehensive Analysis of Its Advantages and Strategic Impact on Military Performance and Survivability

Network, please take the time to watch this quick Scott Mann clip! I know a few of my fellow healthcare teammates will find this interesting.

Great article LTG Milford Beagle, Jr ("Beags")! Creativity and collaboration enables the disruptive transformation our US Army needs. Disruptive transformation is more of a cultural mindset than innovation or technology; it is our “how to” for continual transformation. Li posits, “Innovation is the snooze button of corporate strategy, pushing tough decisions into the future.” Creativity will enable seeing the challenges of the future in breadth and depth in some ways clouded by quick win innovations. Cooperation allows us to break stovepipes to gain a better perspective of what is in the best interest of the Army’s contribution to a joint fight, regardless of theater and agnostic to conditions of war. Collaboration puts us in a position to break through the complexity of challenges that we will face in the future versus succumbing to creating solutions that are parochial, biased, or warfighting function centric. As Gen. Donn Starry once described, collaboration will enable us to operate from a “common cultural bias” to solve complex problems.

For years now, I have been massively influenced by former US Navy Seal Jocko Wilink. His leadership principles from combat and how they can be applied to my work and personal life have been life changing for me. One thing that has stood out to me is the concept of leading up the chain of the command. So how can you lead up the chain of the command? Here are 3 things I have learned: 1) Build trust with your superior and leave differences behind you. 2) Proactively anticipate your superiors requirements from you, in order to avoid shortcomings. 3) When being proactive, leave your ego on the table --> its not about you being the shiny star that outperforms, but about putting your superior in a winning position. Any thoughts? https://lnkd.in/eHbPfmBJ

Dissertation Proposal Title Advancing National Defense Strategies Through Supercomputing: Integrating Exascale Frontier Capabilities into Archangel Thundercat Sentinel Genesis Initiatives

The "duty" here is different than the current Leader of the Conservative Party. It is unequivocal, focused - and clear about what is at stake. It is not the politics of personality, the gamesmanship of gaffe, or the leadership of the reactive. Its premise, and its purpose, is the Continuance of its People. Take note, Pierre. Here is your masterclass.