10 Reasons Veterans Make Great Employees

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army woman sitting at desk in a wheelchair smiling in to camera

By Julie Rains

Over the past few years, I have had the privilege of working with military veterans and active duty personnel who anticipate, are in the process, or have already transitioned to the civilian world.

Some job descriptions line up with their military credentials: a helicopter pilot making evacuations in Baghdad might find similar work with a law enforcement agency stateside; ditto for a technician who is searching for a mechanic’s position. But others may have incredibly valuable skills that aren’t recognized in the private sector. And, like many job seekers, the language of their current or most recent employers may be misinterpreted by those who screen candidates and make hiring decisions. Based on my experiences with military personnel, here are attributes that veterans often have and that make them great employees.

1. Understanding that actions and behaviors reflect on the organization

Military personnel, like other public servants, are always under scrutiny whether on a mission, back at the base, or on leave. They seem to understand that everything they do and say reflects on the integrity and reputation of the organization.

2. Cross-cultural skills

Our military personnel have the opportunity to interact with people of many countries. They might supervise local contract employees on base, conduct medical evacuations, or provide resources in humanitarian missions. Our veterans also have had the opportunity to work alongside others from all over the United States, providing them with knowledge of diverse cultures within our own country.

3. Innovation

I get the impression that many hiring managers may not always grasp that veterans may actually be more, rather than less, innovative in their thinking than non-veterans. Just as in the private sector, there are many opportunities for improving processes and results. In some cases, being in the field requires adapting to uncertain or changing circumstances, not being able to receive assistance from back-up teams, which further develops innovative thinking.

4. Ability to create something where nothing existed before

It took a while for one of my clients to explain to me what implementing “life support” systems in a previously undeveloped area meant. I finally realized that he directed the development of an infrastructure to house, feed, and take care of the basic needs of thousands of people. And, at some point, I understood that his logistical skills consisted not only of accessing supply chain resources but, more significantly, creating the supply chain.

5. Presentation skills

Many veterans, especially those who became officers, have excellent presentation skills. Some have fielded inquiries from Congressional representatives; others have spoken before senior executives (such as a Four-Star General). Delivering accurate information and being clear in meaning are both critical.

6. Quick Thinking

Missions and field exercises require leaders to quickly analyze situations, continuously process new and changing information, and make sound decisions. They have often received training on certain techniques, such as maneuvering a helicopter in a dust storm with no visibility, but real-world scenarios with life-or-death consequences can help hone focused thinking aligned with quick action under pressure.

7. Desire to reuse and recycle

More than one of my clients has mentioned that he or she was able to conserve resources by sharing inventory (equipment and supplies) with other facilities. In one case, he redistributed parts to sites worldwide; in another, she claimed serviceable but unneeded equipment from a nearby site.

8. Preparedness and flexibility

Readiness for deployments or impromptu operations plays a central role in many military job descriptions. Making sure that equipment is operating correctly and that supplies are ready allows responsiveness to organizational needs. And, understanding that uncertainty is the norm yields flexible employees.

9. Insight into how their actions impact other people

Doing a good job doesn’t mean just getting a good performance review, it means that fellow soldiers are as safe as possible and that critical missions are successful: the cargo plane with military troops is loaded properly; the helicopter that is transporting the critically wounded will respond to pilot controls, etc.

10. Demonstrated commitment to the greater good

Our veterans have shown that they have put themselves in danger to protect our freedom. Being able to sacrifice personal reward for greater, collective good is often a valuable asset.

There are even more skills, such as project management, purchasing, and team leadership skills, that our veterans possess. I have listed 10 that made the deepest impression on me.

Article was first published by Wise Bread.

9 Reasons Recognizing Companies and Employees is Important

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Diverse group of employees raising their hands in cheer

By Mona Lisa Faris

We all remember scientists Ivan Pavlov and B.F. Skinner’s experiments famous for exploring the benefits of using rewards and positive associations to change both behavior and emotion. Lately, I’ve seen it to be true with companies as well.

Few corporate awards are as highly sought-after or revered as a prestigious Best of the Best title.

A company achieving recognition in this area values inclusion and has a hand on the heartbeat of diversity at all times. There are two ways to achieve this award, either by employee vote or by a third party strictly looking at numbers.

In my opinion, independent third-party HR auditing, such as filling out a survey, outweighs employee-based evaluations.

Nine reasons recognizing companies and employees is important:

  1. Demonstrate You’re Doing Something Right

Business awards are important badges of honor to companies. The Best of the Best list is an opportunity to demonstrate to clients, employees, investors, customers, and the general public that yes, you’re doing something right, according to a third party and an objective panel of judges.

Whether or not your company has had direct involvement with these awards, the results are an invaluable source of information. It gives you an edge above your competitors, too.

  1. Diversity Matters

A company that makes it on a Best of the Best list believes in diversity and understands the importance of salaries, benefits, leadership, personal growth, and wellbeing, ultimately revealing what employees really care about in the workplace. Organizational cultures built on inclusion drive engagement, which drives business and financial performance.

  1. Employee Retention

Recognizing a job well done affects employee retention. When employee morale receives a boost, employee retention is increased. When a company is rewarded, it’s encouraged to strive to stay on the Best of the Best list and do even better. It is not a good sign when a company makes it on the list for a year and then doesn’t make it the following year.

  1. Better Job Performance

Recognition keeps employees feeling proud and passionate about their work. When employees are recognized, they are encouraged to perform better, and consistent recognition—especially when they’ve gone beyond the call of duty—will enhance their job performance. According to Great Place to Work, “Employees who say they have a great place to work were four times more likely to say they’re willing to give extra to get the job done.”

  1. Attract Great Talent

Award-winning status can help you compete for great talent. Customers, prospective employees, and the community hold top workplaces in high regard. If you’re recognized as a Top Veteran-Friendly Company, for example, it encourages veterans to apply with less hesitation knowing you’re diverse and inclusive to the veteran community. You present the following message: “Welcome, veterans, we’re here to train you and support you.”

  1. Media Exposure

Recognition as a Best of the Best company will keep your diversity message and branding alive all year long. Companies on the Best of the Best list performed two to three times better than their counterparts. Being awarded is a great opportunity to brag and put out public notices of achievement, such as a press release. It’s a great recognition to put on a website or use the Best of the Best logo to brand and market across the nation. Some companies go as far as putting the logo on their advertisements, marketing material, and at events and job fairs.

  1. Compete by Advantage

With better performance comes stronger revenue. When you’re on that list, it means you’re diverse, which means you’re getting diverse perspectives, ultimately putting out the best product and service because of the different views you have within your company. With a recognition, you also have a wider consumer base, which gives you an advantage over non-diverse competitors. At the end of the day, every company wants to be recognized, but companies are also interested in what other companies in their industry are being recognized for.

  1. Increase Innovation

Diversity drives innovation. It’s helpful for managers to establish a culture in which all employees feel free to contribute ideas, implement feedback, and give credit where credit is due. Employees who are given an environment to speak freely, no matter what the feedback is, are more likely to contribute their culture, ethnicity, gender, and work experience to drive innovation. Companies that foster and implement diverse groups for feedback, such as an ERG, help define culturally sensitive products, services, and demographics, and these diverse groups bring the greatest innovation.

  1. Increase Profits and Revenue

Recognition keeps employees satisfied, ultimately increasing revenue and profits. The bottom line is that we want our employees to be satisfied at work, because that is what influences company performance. Thus, diversity and inclusion are the keys to a company’s bottom line.

As a publisher of six-diversity focused magazines, I know it’s imperative to recognize companies for their achievements in diversity, and we do this through an independent survey. Any company award is a positive marketing strategy. Just as with any survey, do your research. My advice is to never participate in a “pay to play” investment because it’s not an investment. Our reports are never “pay to play.” By publishing these much-anticipated lists, my goal is to encourage those doing a good job to continue doing a great job, and for those who are not there yet, to entice them to join the bandwagon—to see what their competitors are doing and show the value. Companies that put diversity first, implement it in their policy, and practice it every day from the top down see the fruit of their labor and deserve praise.

Petty Officer Takes Marines to the Fight aboard U.S. Navy Warship

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Petty Officer Kevin Taylor aboard Navy warship

Petty Officer 3rd Class Kevin Taylor, a native of La Habra, California, was inspired to join the Navy to follow in family members’ footsteps. “My dad, the majority of my uncles and my grandfather all served in the military,” Taylor said.

Now, three years later, Taylor serves aboard one of the Navy’s amphibious ships at Naval Base San Diego.

“For the most part it’s really nice,” Taylor said. “It’s nice to be able to rely on shipmates for help and to help them as well.”

Taylor, a 2016 graduate of La Habra High School, is a interior communications electrician aboard USS Essex, one of four Wasp-class amphibious assault ships in the Navy, homeported in San Diego.

“We do the electrical work for the alarms,” Taylor said. “We maintain all shipboard alarms, warning and indicating systems and certain flight systems.”

Taylor credits success in the Navy to many of the lessons learned in La Habra.

“I learned that nothing comes easy,” said Taylor.

Essex is designed to deliver U.S. Marines and their equipment where they are needed to support a variety of missions ranging from amphibious assaults to humanitarian relief efforts. Designed to be versatile, the ship has the option of simultaneously using helicopters, Harrier jets, and Landing Craft Air Cushioned (LCAC), as well as conventional landing craft and assault vehicles in various combinations.

Because of their inherent capabilities, these ships have been and will continue to be called upon to support humanitarian and other contingency missions on short notice.

Sailors’ jobs are highly varied aboard Essex. More than 1,000 men and women make up the ship’s crew, which keeps all parts of the ship running smoothly, from handling weaponry to maintaining the engines. An additional 1,200 Marines can be embarked.

“Serving with the Marines gives you a different aspect of the military and seeing how different branches operate versus the Navy,” said Taylor.

Serving in the Navy means Taylor is part of a world that is taking on new importance in America’s focus on rebuilding military readiness, strengthening alliances and reforming business practices in support of the National Defense Strategy.

A key element of the Navy the nation needs is tied to the fact that America is a maritime nation, and that the nation’s prosperity is tied to the ability to operate freely on the world’s oceans. More than 70 percent of the Earth’s surface is covered by water; 80 percent of the world’s population lives close to a coast; and 90 percent of all global trade by volume travels by sea.

“Our priorities center on people, capabilities and processes, and will be achieved by our focus on speed, value, results and partnerships,” said Secretary of the Navy Richard V. Spencer. “Readiness, lethality and modernization are the requirements driving these priorities.”

Though there are many ways for sailors to earn distinction in their command, community, and career, Taylor is most proud of being selected as Junior Sailor of the Quarter and being promoted to third class petty officer.

“It’s something that you have to work for, to study and learn and to always be accepting of constructive criticism,” said Taylor.

As a member of one of the U.S. Navy’s most relied upon assets, Taylor and other sailors know they are part of a legacy that will last beyond their lifetimes contributing to the Navy the nation needs.

“Serving in the Navy is a sense of pride knowing that you’re doing something for the country and giving back to people,” said Taylor.

Source: Navy Office of Community Outreach

Find your new job: Retraining slots open for more than 2,700 airmen

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Little Rock Air Force Base

The Air Force this month has opened up retraining opportunities for as many as 2,773 active-duty airmen across its career fields in fiscal 2020.

According to retraining statistics provided by the Air Force Personnel Center, there are 1,708 slots available for first-term airmen to retrain into new jobs. There are also 797 retraining slots for staff sergeants, 258 slots for technical sergeants, and 10 slots available for master sergeants. In all, there are 111 career fields that need airmen.

That’s more than the 2,597 retraining opportunities the Air Force unveiled for fiscal 2019, which included 1,634 first-term airmen, 730 staff sergeants, 202 technical sergeants, and 31 master sergeants, and remains far higher than the retraining opportunities in the prior two years.

There are also 1,435 airmen in 63 career fields that are overmanned who need to retrain into other jobs. Only second-term airmen are eligible to retrain out.

In an Aug. 12 tweet announcing the opening of 2020 retraining, AFPC said that phase 1 of the non-commissioned officer retraining program, or NCORP, is open through Dec. 1.

If the Air Force does not get enough volunteers to retrain, it could move into a “mandatory retraining” phase.

AFPC said that these statistics, provided Aug. 19, are a snapshot in time that can fluctuate as needs change throughout the year.

The career field with the most retraining-in opportunities is 3P011 security forces, which has 312 vacancies among first-term airmen and staff sergeants. Education and training airmen in the 3F211 career field are short 140 first-term and staff sergeant airmen, and 4N011 aerospace medical service airmen have 231 vacancies in those categories.

There are also 120 first-term and staff sergeant vacancies among 1C111 air traffic controllers, as well as 112 1B411 cyber warfare operations vacancies and 100 1C311 command and control operations vacancies.

Continue on to the Air Force Times to read the complete article.

Managing the Shift from Military to Business Culture

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Veteran dressed in a suit holding a flag

By Mike Olivier

By this time in your career you have probably come across the concept of tribal culture. Tribal culture is also military culture, civilian culture, high school culture, and business or workplace culture.

Culture—or the rules of acceptable behavior and how you engage people—is ever-changing. To be successful in any phase of your life, you need to be able to adapt and adjust through means of observation and reprogramming your actions and direction. Trading the military culture for a civilian one is one of these phases.

For the most part, military culture is a straightforward one in which the language is direct, and there is little room for interpretation. Roles, responsibilities, tasks, and reporting requirements are often a matter of fact, not interpretation. This is due in part to the fact that authority is direct, and in matters of life and death misunderstanding or misinterpretation often leads to disaster. In the civilian world these relationships and the chain of command are often blurred. There are circumstances when you report to more than one person, where there are conflicting duties and responsibilities, and no stated priority.

Nevertheless, in both business and military cultures, there are common elements. One is that change is constant. We know that at first most people resist change. To achieve change in both cultures, there is a need for consensus, which is the result of process not action. Successful leaders are the ones that drive change in any culture.

Perhaps through your military training, class work, or direct experience you have worked through the military decision making process. At its core is a very democratic and consensus driven process for developing courses of action, orders, and for making organizational change. It is a means to deal with the reality that in both business and military worlds there are fiefdoms. In business there is accounting, human relations, production, sales, etc. In the military there is intelligence, operations, logistics, etc. Each of these functional staffs are a world and culture unto themselves. The challenge is getting each of these groups—each with their separate list of goals, objectives, and measurements of success—to work together.

Getting these individual staffs to work together depends upon their participation in planning, developing courses of action and in the decision-making process. The leader’s responsibility is to get these disparate groups to visualize and achieve the strategic objective. Some leaders may not actually follow the process while still others will remain dictatorial, all while giving praise to the collaborative process. Nevertheless, successful change—even if accomplished in a clandestine manner—is through the commitment and cooperation of all stakeholders.

As a veteran, and a member of perhaps the largest bureaucracy in the United States, you’ve for sure had some experience with this process. In the business world, though, the culture and vocabulary may be different, the bureaucracy is smaller but the process in how you approach problems remains the same. No matter what you do in terms of a civilian career, the challenge of managing change will always be there. Besides a technical fit, employers are often looking for those change agents that can assist the organization in moving forward. Being able to adapt and overcome are the hallmarks of military culture; add leadership and consensus planning experience to the mix and your entry into business culture will be that much more successful.

Sailor Spotlight! Operations Specialist 2nd Class Anthony Tran

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Anthony Tran standing in uniform with flags in the background

SAN DIEGO – A 2011 Rancho Alamitos High School graduate and Garden Grove, Calif., native is currently an instructor for the U.S. Navy training sailors in operating the technologically advanced Littoral Combat Ship (LCS).

Operations Specialist 2nd Class Anthony Tran has been an instructor at the LCS Training Facility (LTF) since June 2018.

The LTF, the first surface warfare training facility to provide integrated bridge and combat systems tactical scenario training for sailors serving on board an LCS, is operated by the Center for Surface Combat Systems’ (CSCS) learning site Fleet Anti-Submarine Warfare Training Center (FLEASWTRACEN) in San Diego.

Tran teaches a five-week LCS Capstone that focuses on basic Integrated Combat Management System (ICMS) operations and tactical decision making in a combat environment.

“I am responsible for ensuring future LCS sailors receive the most up to date and advanced training,” explained Tran. “I mainly focus on teaching tactical decisions and tactical advantages that help deploy fully trained Sailors out to sea.”

Sailors serving in the LCS environment demand a higher quantity and quality of training.

“LCS class ships drive a new approach to individual, team, and unit-level training to accommodate the minimum manning and rotational crewing concepts,” explained Capt. Brandon Bryan, FLEASWTRACEN’s commanding officer. “This new approach drives the need for the shore-centric Train-to-Qualify (T2Q) and Train-to-Certify (T2C) concepts, which rely heavily on high-fidelity shore-based trainers. Our simulators integrate LCS command and control, propulsion control, and bridge control systems to support individual training in a team environment at the basic, intermediate and advanced levels.”

Tran enlisted in the Navy in May 2013.

“I joined the Navy to have a solid foundation because I wasn’t sure what I wanted to do with my life,” Tran said. “With this, came the opportunity to serve my country and travel and today, I proudly serve as a United States sailor.”

His first assignment was Tactical Air Control Squadron 12, where he served as green crown controller conducting tactical air control onboard USS Bonhomme Richard (LHD 6) homeported in Sasebo, Japan.

“At the LTF, we prepare sailors to execute a wide variety of missions around the world,” Bryan said. “They leave our training facility ready to stand their watch and execute the Navy’s mission.”

Tran is the son of Khanh and Vanessa who reside in Garden Grove, Calif.

CSCS’ mission is to develop and deliver surface ship combat systems training to achieve surface warfare superiority. CSCS headquarters’ staff oversees 14 learning sites and detachments located throughout the continental United States, Hawaii, and Japan and manages and operates a Naval Education and Training Command (NETC) training division in Rota, Spain. CSCS provides over 538 courses, awards 114 different Navy Enlisted Classifications (NECs), and trains over 38,000 sailors a year. CSCS delivers specialized training for officers and enlisted sailors required to tactically operate, maintain, and employ shipboard and shore-based weapons, sensors, and command and control systems utilized in today’s Navy.

For more information on CSCS, visit https://www.netc.navy.mil/centers/cscs/ or follow CSCS on Facebook at https://www.facebook.com/pages/Center-for-Surface-Combat-Systems/1480366868885239

Source: Navy Outreach

Make Your Next Job Fair Be Your Last

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veteran standing outside convention center wearing a suit carrying a briefcase

Job fairs are a great opportunity to network and be proactive in the employment process. In order to make the most of these opportunities, set realistic expectations for what you hope to achieve.

Prepare for the job fair like you would for an interview, have a plan for when you arrive, make a good impression with the recruiters, and be sure to follow up with any connections you make.

Here are some other ways to make the most of your next job fair:

•    Research: The week prior to a job fair, find out which companies are participating and learn more about them. What are some interesting things the company is currently working on? Does the company have new leadership or a new product? These tidbits can be used as conversation starters that will impress a recruiter and possibly open the door to a new opportunity for you.

•    Dress for an interview: Job fairs typically involve on-the-spot interviews, so present yourself as you would for any other kind of interview. A suit is most appropriate, even if you’re applying for a technical job. It’s always better to be overdressed than underdressed.

•    Prepare: For your top employment choices, consider preparing folders that include your resume, cover letter, recommendations and appropriate work samples.

•    Carry plenty of business cards: Give the business cards to recruiters and other job seekers you meet. They need not be expensive or fancy. A simple design will do. Make sure they contain your name and contact information: phone number, email and address.

•    Organize: You may want to carry a portfolio or clipboard to easily manage and collect information. Be sure to have a pen for taking notes.

•    Relax, breathe and smile: Do your best to make a strong first impression.

•    Walk around: Get the lay of the land, see where your top companies are located and plan your connection strategy.

•    Network: Talk to other job seekers and ask questions. Find out what types of positions they’re seeking, and tell them a little about yourself. You never know who they might know, or if you might be able to help them with an introduction. Don’t hesitate to exchange information if you make a connection.

•    Visit booths: You may want to start by practicing your personal pitch with recruiters who represent companies that may not be your top choice. Have a list of companies you really want to visit and check them off as you go. This will keep you from introducing yourself to the same recruiter twice by accident. Listen to the “interviews” in front of you to get an idea what to expect and develop questions based on what you hear.

Speaking to recruiters
•    Connect: Make eye contact, smile, state your name and shake her or his hand. Use a prepared elevator speech—a 10-second summary of your bio, your skills and your achievements. Make sure to rehearse the speech until it becomes comfortable.

•    Listen: Pay attention, respond to questions and ask for more information. When appropriate, hand your resume to the recruiter and pause for them to do a quick review. Be prepared for questions about specific examples of your experience.

•    Keep it brief: Recruiters are typically swamped, so be mindful that your conversation may be limited to a few minutes. If appropriate, ask questions about next steps, applicant qualifications or any suggestions they may have for you.

•    Get recruiter contact information: Request a business card, and if one is not available, ask the recruiter for their email address. Conclude the conversation by thanking them for their time.

•    Step aside: Make time to write conversation notes before you move on to the next recruiter. If the previous recruiter mentioned she went to Florida State, capture that information. If she told you the company will hire for your desired position soon, write it down. Summarize your job fair experiences immediately in order to take full advantage of the event.

•    Call or email: After a few days, call or send an email, thanking the recruiters for their time and the information they provided. If you send an email to the recruiter who mentioned she went to Florida State, it is appropriate to write, “I’m the administrative assistant at the job fair who discussed Florida State with you.” That reminder could help her recall the conversation. Just taking the time to follow up will separate you from many job fair attendees.

•    Stay in contact: If the recruiter responds back to you, stay in contact. Keep an eye open for articles about their organization or industry and don’t hesitate to forward them on with a note. If you see the perfect job for you in their organization, and you’re qualified, apply for the position and then email the recruiter and let him or her know you applied.

•    Build your network: If you connected with other job seekers and traded contact information, you should follow up with them as well. You never know when they might have a job prospect for you, or vice versa.

If you need information or personalized assistance with your employment search, or have questions about education opportunities, visit the Military OneSource SECO page, or call 800-342-9647 to talk with a career coach.

The Making of a Grandmaster

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The Grandmaster stands with medals around his neck and the American Flag in the backgrounf

By Annie Nelson

From mastering orthopedic surgery to becoming a nationally recognized Grandmaster in Martial Arts, this son of a Marine and twin of a fellow soldier, has gone from Army Chief Warrant 2 to Doctor left that successful career all behind to follow his true passion, the world of mixed martial arts.

Most veterans think one huge career transition in life is plenty; however, this man gave up the comfort and success of being a surgeon to fulfill the dream of his heart and soul. That transition proved to be the best yet! Enjoy getting to know Dr. Barry Broughton as much as I did when he sat down to tell me about his journey.

Tell me a bit about your military service.

I enlisted in the U.S. Army a couple of years after high school to take advantage of the Veterans Education Assistance Program. After Basic Training, AIT (Advanced Individual Training) as a Combat Medic, and Airborne School, I was able to squeeze in college courses, emergency medical technician and paramedic courses between deployments and training exercises at my first duty assignment in Germany. I was fortunate enough to attend numerous leadership schools such as PLDC (Primary Leadership Development Course), BNCOC (Basic Noncommissioned Officer Course), and Warrant Officer Candidate School, and was selected to attend the Army Physician Assistant program that was affiliated with the University of Oklahoma at the time. After graduation from PA School, I served as a Battalion Medical Officer for Field Artillery and Armor Battalions. I left the Army as a Chief Warrant Officer 2 after nine years of active duty service.

After leaving active duty, I had the amazing opportunity to continue to serve the military as a Department of the Army civilian while completing a two-year Orthopedic Surgery Training program at Evans Army Community Hospital at Ft. Carson, CO. I remained on staff in the Orthopedic Surgery Department for nine years before going into private practice.

You have a twin who also served, did you both know you wanted to serve growing up?

I can’t speak for my brother, but I don’t recall a specific desire to serve in the military while growing up. Even though my father served in the Marine Corp and was on Iwo Jima during WWII, and all my uncles had also served during WWII, it wasn’t something that my father spoke of. I didn’t realize it was a viable option until after being out of high school for a couple of years. My brother and I were both Eagle Scouts as teenagers, so I had a cursory understanding of serving others, leadership and serving something bigger than one’s self. But for me, it wasn’t until a mutual friend introduced me to a Corpsman in the Navy, who was home on leave, that I made the connection between getting an education while in the military and simultaneously serving our country. However, after attending Basic Training, AIT, jump school, and getting to my first duty assignment, I really began to understand what selfless service was about. At that point, obtaining an education became secondary to serving my country.

After serving you went into the medical field, was that always your plan?

No, not always. I wanted to be a professional martial artist. After watching the television series Kung Fu and the movie Billy Jack when I was ten or eleven years-old I was intrigued by the characters of Kwai Chang Caine and Billy Jack. I wanted to acquire that same duality of peace and power in my own life that the two of them possessed.

At nineteen, shortly after obtaining my first Black Belt, I expressed my desire to become a professional martial artist. Unfortunately, my dream was trampled into submission by those claiming it was impossible to make a living teaching Martial Arts.

I’d had a keen interest in the sciences while in high school, but I didn’t have the finances or family support to attend college at that time. After the serendipitous encounter with my Corpsman friend I enlisted in the Army three months later. What was initially intended to be a three-year enlistment began my twenty-five-year journey in healthcare and medicine. I continued in medicine because of the opportunities for training and more education. From Combat Medic to Paramedic, to Physician Assistant, to Orthopedic Surgery, PhD, and Integrative/Naturopathic Physician; it just seemed like the correct logical progression at the time.

At what point did you know you were leaving medicine for your true heart’s desire?

I had continued my martial arts training and was teaching intermittently for many years while in medicine. As the years rolled by and I put on my white lab coat day-after-day, it was slowly sucking the life out of me. It’s like getting on the wrong train; the longer that you are on the train the faster it gets moving, and the harder it is to jump off. But my time in the dojo teaching martial arts would reenergize and revitalize me. Even after the most long and arduous days of surgery and seeing patients at the office, when I was teaching martial arts in the evening, I felt alive, vibrant, and in my own element. It’s not that I disliked practicing medicine; I really enjoyed helping people, it just didn’t fulfill me. It was a job; not my passion. It’s difficult doing something that you are good at but not passionate about.

I’m a Martial Artist, and it’s who I’ve always been. Eleven years ago, I finally took the leap. I closed Barry Broughton Coaching a student at BKBHOFmy practice to focus on teaching full-time.

Previously, I was at a point in my life where I didn’t have the support network that I now have. I wouldn’t have been able to invest the demanding hours and travel schedule that has allowed me the level of success that I have now experienced in the martial arts industry if it weren’t for my amazing wife, my instructor staff, team members, Black Belts, and friends.

Have you ever regretted leaving your role as a successful doctor?

No, not really. That is the most common question that I get asked when people find out about my previous career. Even after 11 years of not practicing I still get phone calls at the dojo where former patients have hunted me down to ask for advice. I like having helped people, but I don’t miss the daily grind of medicine and the administrative component that accompanies patient care. On rare occasions I miss the technical aspects of doing orthopedic surgery or reducing a gnarly fracture or dislocation. But I think that is most likely because I’m a “hands-on” kind of guy. That’s probably why I have an affinity for jujitsu related martial arts. But I have never regretted taking the leap to become a full time professional martial artist.

What was your greatest challenge in stepping out and following your dreams?

Convincing others that I wasn’t crazy and going through a midlife crisis! Many of my family and friends thought it was too risky.

For good or bad, I tend to do everything in an all-or-nothing fashion. I burned my bridges by allowing my State and National Certifications, and DEA Licensures to expire, knowing that it would be extremely difficult to retake the licensing and certification exams. In hindsight, it was probably meant to be as symbolic to others as I had intended to be for me. By not having the mental safety net of knowing I had medical career to fall back on, I was forced to make my dream become a reality.

What has been your greatest reward?

That’s an easy one. Seeing lives changed! Whether I’m teaching an AKT Combatives Jujitsu class, a weekend self-defense and personal protection seminar, a Police Defensive Tactics course, or a leadership workshop, my objective is always to use the physical techniques of kicks, punches, throws, joint locks, and submissions as the medium to instill the intangibles of improved self-confidence, self-discipline, self-respect, goal setting, and the ability to overcome obstacles.

I’ve had a lot of personal successes and have coached Sport Jujitsu Regional, National and World Champions, but my greatest reward is empowering others to step into their own destiny. Investing in the lives of those who don’t necessarily see the potential for their own success motivates, drives and inspires me.

I feel that I am making a more significant impact in people’s lives now than I ever did while in the medical profession.

What advice would you give others who are in a career, but it is not their true passion?

That’s a tough call because there are so many variables that can prevent someone from leaving a career and converting their passion into their livelihood. I suspect that it was easier for me because I was already self-employed. To start, I’d suggest doing your research and due diligence. Is your passion something that others would want, and would pay for? Get the education and training needed. Do the hard part and learn the business side of your passion. Find a couple of good mentors who will hold you accountable. Start off by working your passion on a part time basis. As it grows, be willing to work two full time jobs as you make your transition. Understand that all passions cannot easily be converted into careers, and that’s okay. Above all, surround yourself with a good support network and team who will not only cheer for your successes but will also call your bluff when you need it.

What does the future hold for you and AKT Combatives Jujitsu?

Wow! Where do I start? I currently own two academies in New York with instructor staff at both locations. I am actively mentoring my Black Belt students who have an entrepreneurial spirit in preparing them open their own AKT Combatives Academies.

I’ve written a bestselling book, Beyond Self-Defense: AKT Combatives Reality-Based Personal Protection and am currently working on several follow-up books and instructional video projects. I have the privilege of traveling around the country teaching AKT Combatives Jujitsu, Self-Defense and Personal Protection, Workplace Violence Prevention, Police Defensive Tactics, and Sport Jujitsu seminars. We are also currently preparing Team AKT members for the upcoming 2019 World Sport Jujitsu Championships.

How can people follow Barry Broughton?

You can follow me on Facebook.com/BarryBroughtonAKTjujitsu, on Instagram @BarryABroughton, or at my website at AKTcombatives.com.

Comcast NBCUniversal Expands Military Hiring Goal

LinkedIn
group of diverse employees seated in a row of chairs talking amongst each other

Comcast NBCUniversal will hire an additional 11,000 veterans, military spouses, and National Guard and Reserve members, bringing its total to 21,000 military hires by the end of 2021.

Comcast’s previous commitment, made in 2015, was to hire 10,000 military community members by the end of 2017, which it exceeded.

“Comcast NBCUniversal has greatly benefitted since we began our focus on hiring members of the military community in 2010, and we are pleased with our progress. We now have thousands of military employees across the country who have translated their valuable experiences in the armed forces to our workforce,” said Dave Watson, President and Chief Executive Officer of Comcast Cable. “We are so thankful that these individuals chose to serve our country, and we are proud to call them teammates as they now help to serve our customers and make a meaningful difference in our company.”

Comcast NBCUniversal has an expansive program to support veterans who have recently transitioned into the workforce, including peer-to-peer mentorship with other veteran employees, digital and in-person professional development opportunities designed specifically for veteran and military spouse employees, and opportunities to stay engaged with the military through volunteering with local veteran-serving organizations. The company also has an 8,400-member strong VetNet employee resource group dedicated to supporting our military workforce.

“I’m incredibly proud that the entire Comcast NBCUniversal family embraced our commitment, showing our support for the military community through not only our hiring efforts, but also through support of veteran-serving non-profit organizations and work with veteran-owned businesses,” said Brigadier General (Ret.) Carol Eggert, Senior Vice President of Military and Veteran Affairs at Comcast NBCUniversal.

The company announced that its Internet Essentials program expanded eligibility to low-income veterans, nearly one million of whom live within the Comcast’s service area. The expansion will be furthered through new nationwide partnerships with the Elizabeth Dole Foundation and the PsychArmor Institute, two of America’s leading veteran-serving non-profit organizations that will help support the creation of veteran-specific digital skills training videos and supplementary materials, which will be made available online and delivered in classrooms at Comcast-sponsored computer labs in 10 markets. The goal is to connect more low-income veterans to Internet resources, including: online social support networks, health benefits, access to colleges and scholarship programs, digital and technical skills training programs, as well as news, games, and entertainment.

Additionally, this year, the company became a founding partner of the U.S. Chamber of Commerce Foundation’s Hiring 100,000 Military Spouses campaign, which is raising awareness of military spouse unemployment and encouraging employers to make military spouse hiring commitments, ultimately resulting in a combined 100,000 military spouses hired by the end of 2021. Military spouses are still unemployed at a rate of 16 percent, over four times the rate of their civilian counterparts, and Comcast NBCUniversal is committed to helping to close that gap and hiring these talented individuals who have already given so much to our country.

Source: Comcast Corporation

Military Background the Foundation for Success

LinkedIn
Soldire stands in uniform next to rock called The Rock

It is no secret that companies benefit from a diverse mix of employees, including those who have served our country. We at ON Semiconductor are fortunate to employ many of our active and retired service men and women across the country.

One of these amazing individuals is retired Lieutenant Colonel Darren P. Hooks, based at our corporate headquarters in Phoenix, Arizona. Our diversity and inclusion initiative wanted to take some time to ask Lt. Col. Hooks about his time in the military and how it helped him transition to civilian life.

 

Diversity and Inclusion Initiative (D&I):

What branch of the military did you serve in and for how long?

Darren Hooks (DH): I was in the United States Air Force for over 24 years and retired as Lt. Col.

D&I: Why did you join?

DH: My love for structure, discipline and service motivated me to join. This originated from my passion and progression within the Boy Scouts of America.

D&I: Why did you choose the U.S. Air Force?

DH: The U.S. Air Force chose me. Starting with the Boy Scouts, I transitioned to Army Junior ROTC in high school where I eventually progressed to the highest rank of Battalion Commander. During enrollment in college, I also intended to continue participation in the Army ROTC. During freshman registration, outside on a hot and humid Alabama summer day, both Army and Air Force ROTC recruiters were set up side by side. Strategically, only the Air Force ROTC recruiters offered free hot dogs, sodas and chips. That is how the Air Force chose me.

D&I: Do you come from a military family?

DH: I am the first and only (within a family of 10) to join the U.S. military.

D&I: What was your job/assignment?

DH: Throughout my extensive military service, I served in multiple career fields that include civil engineering, communications, and command and control squadrons.

D&I: Where are some of the places you were deployed?

DH: Military deployments to Qatar, Iraq, Afghanistan, Saudi Arabia, United Arab Emirates and Kuwait.

Lt. Colonel Hooks poses in uniform in front of Helicopter

D&I: Once your service ended, what were your next steps? Did you work or go back to school?

DH: Following military retirement, I focused solely on my career with ON Semiconductor.

D&I: What led you to ON Semiconductor and what do you do now?

DH: Motorola recruited me right out of Tuskegee University. I started at Motorola Government Electronics Group before going to Intel Corporation for a period, before returning to ON Semiconductor (formerly Motorola) for a 16-year tenure as a project/program manager.

D&I: How did your military experience influence your career? Do you see connections between your time in the military and your time with ON Semiconductor?

DH: The military instilled within me structure, discipline and teamwork. I credit the military as the foundation of my success at ON Semiconductor. Our company and coworkers supported me tremendously during my multiple military deployments and made coming back to civilian life easier than it might have been otherwise.

D&I: Looking back on your military service, do you consider it to have had a positive impact on your life?

DH: Yes. The military has taught me immeasurable life lessons, and I would not change it for the world.

12 Tips for Effectively Managing Veterans in the Workplace

LinkedIn
manager sitting at a desk talking with an employee

By Preston Ingalls

As both a veteran and an employer of veterans for more than four decades, I have learned a great deal about managing those who served our nation.

For example, there are some techniques that employers should consider to aid success in hiring and sustaining this group. According to the United States Bureau of Labor Statistics (BLS), 21 million men and women, or 9 percent of the civilian population age 18 and over, are veterans. That is roughly 1 in 10. Of course, this includes those who served in WWII, Korea and in nonconflict times.

As a veteran, finding decent employment is not a given just because he/she served his/her country. Among men age 25 to 34, Gulf War-era II veterans had a higher unemployment rate (7.5%) than did nonveterans (6.3%). In 2014, BLS reported that among women, the unemployment rate for Gulf War-era II veterans (8.5%) was much higher than the rate for nonveterans (5.9%). Additionally, 35- to 44-year-old female veterans had a rate of 9 percent, which is almost double the rate of 4.8 percent for their nonveteran counterparts. According to Stars and Stripes newspaper, nearly two-thirds of new veterans say they faced a difficult transition to civilian life. The simple fact is that hiring veterans makes sense because of the qualities they bring to the table that can be hard to find in other candidates.

Why Veterans Struggle to Find Jobs

One reason that veterans continue to struggle to find jobs is that those without military experience have no reference point as to how military experience translates to a potential job need. Unfortunately, many veterans haven’t learned how to translate their experiences into comparable civilian applications. When employers are unclear about the conversion of skills and experiences, they may revert back to a more comfortable position of passing over a veteran prospect. Employers should keep an open mind and make it clear on job postings and websites what they are looking for. It may simply be an issue of skills translation. Another issue is that veterans are often stereotyped by many civilian employers. Several years ago, 46 percent of human resource professionals surveyed by the Society for Human Resource Management (SHRM) cited posttraumatic stress disorder (PTSD) and mental health issues as major challenges and barriers in considering employees with military experience.

The reality is that PTSD is shared by about one-fifth of current veterans, and the highest rate for veterans of any era was Vietnam-era veterans, at 30 percent. Regardless of these low percentages, the most important fact is that PTSD is often treatable with medication. The SRHM study found that many HR employees believe that veterans, who are used to following orders, cannot take initiative and are too rigid. This is absolutely false. While it’s true that veterans are conditioned to take orders, they are also trained to think on their feet when orders are not always there. Considerable training is focused on this ability to make quick decisions after gathering as much information as possible in a short amount of time.

Another concern, especially for reservists and National Guardsmen, is redeployment or activation. Employers are concerned that redeployments will result in the loss of the time and training investment of veterans. While the risk does exist, since 38 percent of the military component includes these units, it is certainly one than can be accommodated. As a nation, we have an obligation to support our military. They weren’t asked if they believed in the mission or in the values they were defending. They stepped forth so others would not have to do so.

Managing Veterans

Now that they have performed their duties to their country and have returned, we should make every effort to thank them for their service. So what do you need to consider when managing them?

  1. Get rid of the stereotypes. Judge your vet on how he/she performs, not on some preconceived notion on how you think he/she is programmed to act.
  2. Clarify the mission. Veterans were taught to focus on the mission first. Therefore, take time to clarify what the mission is for your veteran employees. It may seem obvious to you, but to someone with a great respect for the value of mission clarification, spelling out what you are doing and why you are doing it.
  3. Show the procedures. Veterans are used to seeing standard operating procedures or protocols, and understand the value of a documented process. If you have one, share it with them. If you don’t, challenge them to help develop a job aid or checklist to ensure repetition. They will respect the sequence of tasks.
  4. Provide autonomy. Once they understand what is needed and how to do something. don’t micromanage them. Challenge them with some degree of authority and responsibility.
  5. Pair up with mentors. Often, military members were assigned to a more senior person for on-the-job training (OJT). They will respect a mentor arrangement for oversight and advice. This gives them a go-to person for when they have questions and ensures they are acclimating into the organization.
  6. Explain budgets. Many military members didn’t have individual contributions or budgetary limits, nor did they really face profit and loss responsibility. It is worth the time and effort to explain costs, revenues and margins so that they understand the sensitivity toward costs in the civilian professions.
  7. Encourage socialization. The vet will see far more value in social activities with fellow workers than most other employees because they have lived in close proximity quarters and socialized with the people they worked with before coming to your company. Finding ways to get them involved in social activities could have an impact on their morale and their sense of camaraderie. This may include after-work or weekend get-togethers or company parties.
  8. Set roles and expectations. A vet knows he/she is expected to perform certain tasks. Take the time to clarify what the tasks are and how to perform them well. Explain how he/she will be measured for performance and expected outcomes.
  9. Explain context and culture. Don’t assume your vet is accustomed to the nuances of office culture. Most veterans find it difficult to get used to the office environment, even if they worked in an office atmosphere in the military. Civilian culture, the sense of urgency and the mission priority are all different, and they need to learn to adapt.
  10. Engage them. They will rarely leave their company, but may leave their supervisor. Stay in touch with them. How are they doing? Are they getting what they need to be successful? Are they adapting to the culture? Are they being recognized for their accomplishments? Is anyone listening to their ideas and suggestions?
  11. Focus on leadership. In the military, it is obvious what the pecking order is and who reports to whom. The insignia is a display of that. In civilian life, that is not the case. Take the time to explain the hierarchy.
  12. Lead by example. Veterans will have a higher expectation for leadership than most civilians. Most military leaders have received considerable training and coaching. Therefore, they are often more effective than many of their civilian counterparts. Veterans are used to being led by strong, decisive leaders who care for their people and focus on their mission.

Leadership is a skill and a character quality that most veterans possess by nature of their participation in military service. They have led troops from the early days of their military lives. This aspect will put additional attention and pressure on the civilian leaders to worker harder at leading, instead of just being the boss.

Source: This article was originally published in Construction Business Owner magazine. Visit constructionbusinessowner.com to read more.