Military Skills: Corporate Success

1. Deploying Military Skills
for Corporate Success
By
Tyler D. Lauchaire
[Unclassified]

2. Today’s Agenda
• Introduction
• Social Responsibility
• Personnel Improvement and Development
• Managerial Operations
• Leadership
• Case Studies
• Conclusion

4. Social Responsibility

5. Equal Opportunity
• The military is built on unit cohesion, teamwork, and discipline to
accomplish its larger mission of protecting the country, its people,
and its values. In order to successfully accomplish this mission
soldiers must be able to feel secure, valued, and respected in their
daily lives.
• Success is not determined by one’s sex, race, or religion. These
characteristics, values, and open-mindedness that is instilled into
veterans is a key to success as one transitions into corporate America
• Military personnel working in corporate America are able to make for
a more adaptive and culturally astute environment.

6. Equal Representation- Diversity

7. Diversity
• Racial diversity is such a
significant strength for the
United States Military, however,
this is a topic that is still up for
debate and speculation all
around the United States

9. Profession of Arms
• The United States society as a whole has an exceptionally high level of
trust in its military service personnel. The public looks to military
service men and women as possessing a higher ethical and
performance standard in comparison to the rest of society. This level
of trust does not extend to very many professionals to include
business leaders. Veterans understand that professionalism is not just
for the military, but that it also applies equally to the business world.

10. Ethics and Values

11. Salary
• In the military, a man or woman of any race will not question
whether they are earning a salary lower than their peers.
• The system is created solely based on an individual’s rank and
their number of years in the service.
• Similar to any incentive or bonus system, when a service
member is deployed, they will receive additional allowance, but
this too is consistent across the board

12. Comprehensive Fitness in the Military
• Physical fitness takes place, as a team, five days a week each morning
• Records are tracked quarterly and officially documented and stored
• Health and fitness are integral parts of military life and livelihood
• Basic components are to develop strength, endurance, and mobility,
inspire confidence, develop teamwork, and unit cohesion

13. Benefits of Comprehensive Fitness
• Increases energy levels
• Helps to fight stress
• Boosts overall health
• Aids in fighting off illnesses
• Promotes weight loss
• Boost mental alertness and self-confidence

14. Comprehensive Fitness in Corporate
• The incorporation of physical fitness in the corporate setting by
creating a physical training program can better a company from the
inside out
• Companies can provide educational resources about diet and
nutrition. They can also offer discount programs for gym
memberships or better yet, develop a plan to do it together as a team
Corporate results:
• Increased productivity
• Increased overall revenue

15. Personnel Improvement and
Development

16. Counseling Process
• Identify the need for the session
• Prepare properly
• Conduct the counseling
• Develop an Action Plan
• Follow up with the individual
• Includes description of the
standard of performance
• Description of the military
members performance in
comparison to the standard
• Description stating the steps the
individual must take in order to
meet the standard

18. Evaluation Process
• Combination of leadership, daily experience, education, self-
development, developmental counseling, coaching, and mentoring
• You are responsible for your own personal development; however, as
an a leader, you are responsible for encouraging, supporting, and
assessing the efforts of your people and holding yourself and your
subordinate members to the highest standards.

20. Mentorship
• Relationships provide competitive edge to gain valuable knowledge
• Identify goals and create a path to advance in one’s career
• Set goals that you would like to attain by a designated time
• Help better the organization and the individual

21. After Action Review (AAR)
• Focus on the performance standards of a given task
• Dissect actions and events that occurred correctly, and those that
need improvement
• Provide feedback and suggestions for improvement upon weaknesses
• Create a stable, comfortable, and nurturing environment that
supports development
• Promote an environment focused upon improving each individual
along with the organization as a whole

22. Understanding Managerial
Operations

23. Planning and Preparation
• Gathering Intelligence
• “War Gaming” to better understand the competition
• Developing a P.A.C.E plan to ensure mission success

24. Command and Staff Meetings
• Set an agreed upon time and place
• Create an agenda and clearly state objectives
• Provide any and all pertinent materials in advance
• Keep record of group decisions, agreements, timelines etc.

25. Communication
• The ability to deliver the intent to others in a clear and concise
manner so that subordinates fully understand the message
• Young Lieutenants are directly responsible for roughly forty personnel
• Directly responsible for their own training meetings, briefings,
counseling's, operations orders thus developing communication skills
• Must convey thoughts, present recommendations, bridge cultural
sensitivities, and reach joint consensus

26. Negotiation
• Understanding how to communicate with individuals of differing
cultures and different languages without the use of a weapon
• Very complex cross-cultural experiences, learning to adapt and
communicate effectively in these emotionally intense situations
• Development of negotiation and conflict resolution skills with
individuals from different parts of the world, different values, beliefs,
behaviors, and languages

27. Leadership
“Leadership is the process of influencing people by providing purpose, direction,
and motivation to accomplish the mission and improve the organization.” ADP 6-22

28. Leader Development Program
• BE, KNOW, DO Doctrine
• Describes attributes leaders should BE and KNOW
• Describes competencies leaders need to DO
• Leaders live up the army values
• Leaders must have impeccable character
• Leaders must have professional competence
• Leaders must provide purpose, direction, and motivation

30. Understanding Mission
• Leaders must understand the “WHY”
• Understand they are part of something greater than themselves
• Entire organization must align their thoughts and beliefs with the
overall company vision
• Entire organization must know and believe their mission, understand
how it fits into the “commanders intent”/company’s strategic goals
• Leaders must believe in the “WHY”

31. Case Studies

32. Success Stories
1. West Point graduate Alex Gorsky was an Army Ranger before he became
the CEO of Johnson & Johnson
2. Robert McDonald served in the 82nd Airborne Division before he became
the President, CEO, and chairman of the Board with Proctor and Gamble.
Today he serves as the Secretary of Veteran Affairs in the Obama
Administration
3. James Skinner enlisted in the Navy and served for ten years. Eventually
became the CEO of McDonalds. Today serving as the Executive Chairman
of Walgreens
4. Robert Stevens enlisted in the Marines, served as the CEO of Lockheed
Martin from 2004-2012, Today serving as Lead Director with Monsanto

33. Average Tenure Median Tenure
Military Experience 7.2 5.0
No Military Experience 4.6 4.0
x-value sample 1 40 x-value sample 2 11,385,391.00
sample size 1 500 sample size 2 239,305,217.00
pooled proportion 0.048 proportion 1 0.08 proportion 2 0.047576861
std error 0.010 Veterans in CEO position Veterns in US Population
NULL: p1=p2 Not more veterans are Fortune 500 CEOs.
ALTERNATIVE: p1≠p2 More veterans are Fortune 500 CEOs.
one-tailed or two tailed? 1
test statistic (obs) 3.406
critical measure 1.645
|obs| > critical?? YES
p-value 0.000
a-level 0.050
p-value < a-level?? YES
Conclusion: Reject the null - More veterans are Fortune 500 CEOs.
HYPOTHESIS TESTS

34. x-value sample 1 2 x-value sample 2 11385391
sample size 1 13 sample size 2 239305217
pooled proportion 0.048 proportion 1 0.1538 proportion 2 0.047576861
std error 0.059
NULL: p1
=p2
Not more veterans are Sidhu School leaders
ALTERNATIVE: p1
p2
More veterans are Sidhu School leaders
one-tailed or two tailed? 1
test statistic (obs) 1.800
critical measure 1.645
|obs| > critical?? YES
p-value 0.036
a-level 0.050
p-value < a-level?? YES
Conclusion: Reject the null - More veterans are Sidhu School leaders
HYPOTHESIS TESTS

35. Check on Learning
• Continuously learn and work to improve individuals and organization
• Maintain professional bearing at all times, understand personal values
and hold yourself and others accountable, set goals and seek mentors
• Adopt personnel management techniques to include comprehensive
fitness programs, personnel development evaluation forms,
counseling sessions, and reviews
• Learn from experience, “war gaming” the situation, anticipate
change, respond effectively to threats and situations
• Understand the mission and believe in the WHY

36. Conclusion
• Military experience and training make veterans a direct asset to any
organization
• Skills and values include professionalism, planning and preparation,
execution, personal development, managerial operations, leadership,
and the ability to function as a team and offer conflict resolution
• These skills and concepts can be applied to any situation to improve
performance, capability, efficiency, and teamwork

37. Questions?