Posted on May 18, 2015
What are the biggest barriers military veterans face once leaving the service?
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Responses: 17
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I would say the sense of brotherhood or feeling like they are part of something bigger.
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Everyone's missed the long boat so far. Tough love time again.
IGNORANCE! ASSUMPTIONS!
There are the nasty mountains that have to be climbed to be successful. Businesses do have some like for the discipline, drive, etc. that an ex-mil can bring to the table, but it ends there. You have to understand different cultures, processes, business practices, sense of timing, etc. and you better come up to speed in it because business will only invest so much time and money in you before they write you off. Failure to assimilate is one reason many Vets have a hard time making it. They can't or won't and then wonder why.
So it's never too early to get schooled up on life on the outside. Seeking out current Reservists who work both sides is a good thing for mentoring and learning the ropes. Seek them out when they are around. Federal, State, and Local governments have process driven hiring systems with varying degrees of preferences and protections. Commercial sector is much more free wheeling. They're trying to figure out if you'll make them money. It's an investment gamble for them. So anything you can to to improve THEIR odds, not yours, will help. Slick talk and BS performance assures an early exit and word will circulate about you faster than liberty in Subic.
The last recession was actually good for many businesses. They got rid of their dead wood and rode out the storm. Now work is picking back up but not so much the hiring as they're leery of what stupid things the Feds will do so they're keeping their marbles. When they do hire, they can select amongst those who are ready to hit the road running because they're out there. They are avoiding the dead wood. Besides those who stopped looking for work, long term unemployment is a flag for dead wood so employers screen those candidates more closely.
I can't stress more that military service doesn't mean "Anointment". However it can mean "Ointment" in that it can smooth your way in ahead of non military. However you have to know when and how to apply it and where. Rubbing it into someone's nose won't help. That's where your assumptions can hurt. Just because you have specialized experience doesn't mean a prospective employer cares about it. It's your job to provide the translation services, not theirs.
I was in the hiring game for contractors a long time. The principles of what you're looking for is similar. Capability, experience is fine but you have to know how to communicate it in terms that the employer sees will add to their success.
IGNORANCE! ASSUMPTIONS!
There are the nasty mountains that have to be climbed to be successful. Businesses do have some like for the discipline, drive, etc. that an ex-mil can bring to the table, but it ends there. You have to understand different cultures, processes, business practices, sense of timing, etc. and you better come up to speed in it because business will only invest so much time and money in you before they write you off. Failure to assimilate is one reason many Vets have a hard time making it. They can't or won't and then wonder why.
So it's never too early to get schooled up on life on the outside. Seeking out current Reservists who work both sides is a good thing for mentoring and learning the ropes. Seek them out when they are around. Federal, State, and Local governments have process driven hiring systems with varying degrees of preferences and protections. Commercial sector is much more free wheeling. They're trying to figure out if you'll make them money. It's an investment gamble for them. So anything you can to to improve THEIR odds, not yours, will help. Slick talk and BS performance assures an early exit and word will circulate about you faster than liberty in Subic.
The last recession was actually good for many businesses. They got rid of their dead wood and rode out the storm. Now work is picking back up but not so much the hiring as they're leery of what stupid things the Feds will do so they're keeping their marbles. When they do hire, they can select amongst those who are ready to hit the road running because they're out there. They are avoiding the dead wood. Besides those who stopped looking for work, long term unemployment is a flag for dead wood so employers screen those candidates more closely.
I can't stress more that military service doesn't mean "Anointment". However it can mean "Ointment" in that it can smooth your way in ahead of non military. However you have to know when and how to apply it and where. Rubbing it into someone's nose won't help. That's where your assumptions can hurt. Just because you have specialized experience doesn't mean a prospective employer cares about it. It's your job to provide the translation services, not theirs.
I was in the hiring game for contractors a long time. The principles of what you're looking for is similar. Capability, experience is fine but you have to know how to communicate it in terms that the employer sees will add to their success.
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Jamell,
The one central issue is that military experience, especially combat experience and deployment experience, make military veterans, Guard, and Reserve great employees . The caveat is that military experience must be translated and applied in a way that supports the employer's culture, operations, and practices. Veterans and Reserve members often ask themselves, "What can I do as a military veteran to quickly and effectively help an organization succeed?" It appears to be a simple question, but in a new business, a federal government role, a nonprofit, or educational institution, this can be a daunting challenge. Today's employment environment is often characterized by few opportunities, a high degree of risk avoidance by companies in hiring practices, and an ongoing focus on employee productivity. However, you can quickly become a top candidate when you present all of your military experience in a way that directly supports the organization's primary goals. The secret for veterans is to constantly and consistently translate, leverage, and demonstrate all that your military experience can do for an organization's success.
The good news for military veterans is that employers -- whether high technology, manufacturing, finance, or construction -- all are eager to employ more veterans. In June 2010, the Society of Human Resource Managers released a survey on HR Managers opinions about hiring military veterans. Greater than 80 percent of HR Managers were interested in military veterans because of their dedication, experience, and commitment. However, 60 percent of those same HR Managers felt that military veterans needed to do more to translate their military skills into business applications (SHRM, June 2010, Employing Military Personnel and Recruiting Veterans). The first key point from the SHRM study is military veterans have skills that businesses admire, and businesses want to hire veterans. The second key point is that veterans need to re-examine their entire range of skills and determine how they can apply more of them to the job they have (or the job they want). Veterans do best when they adjust their military skills to the company's culture and work processes. Again, there's no time to complain; dig in, and get it done.
I think that one of my hardest transitions came when I moved back from serving as a U.S. Army Special Forces officer in combat in Iraq to emerging as a successful and dynamic commercial leader. In 2003, I was the lead planning officer for a special operations unit numbering over 5,000 people and I lead a planning staff of up to 20 people. Based in Baghdad, it was a dangerous, demanding and complex position where small errors could lead to enormous consequences. Then in less than 20 days, I was back, at a desk, in a different city, relearning how to apply my military skills to make a new organization successful.
The secret to a successful transition was the same as being successful in the military. Smile more, project confidence to your employees, listen more than you speak, ask a lot of questions, get out of the office to understand a situation, help others advance their careers and fully recognize the role of others in your success. Being seen as a leader who is humble, honest, demanding, analytical and rewarding is a great way to rise in an organization.
Military veterans, Guard, and Reserve have the attributes, skills, leadership, and transferable skills that business needs today. One of the examples that veterans can use today both for seeking employment and for their career advancement is the concept of P-A-C-E, a planning tool from my Army Special Forces days. P-A-C-E stands for Primary-Alternate-Contingency-Emergency and I used it to build networks around my Primary, Alternate, Contingency, and Emergency employment plans. That way each of the contacts and networks that I constructed would independently support one of the four or five job prospects that I was pursuing. If it seems a bit over the top, that's because it was. As a job changer, an industry switcher and a person seeking promotion in a down economy, you need to stack the deck in your favor, get known, and reduce stereo types. Another area that veterans can add immediate value for business is to help coach and develop other employees in a similar fashion that they did in the military using the Performance Counseling Statement. When counseling in the military, the leader describes what happened, how the soldier performed against the standard, then creates an improvement plan to help the soldier succeed, and finally follow ups frequently to ensure the improvement plan is succeeding. The same performance counseling session can be used in a commercial organization. When I was at a former company, I had a 15+ year employee thank me for doing a performance coaching and career planning session with tears in her eyes because it was the first time a leader had stopped, understood her goals, and then created a plan to help her succeed. Another great military to business skill is the Standard Operating Procedure (SOP). SOP's are every day, common and vital activity whose performance is a foundation for the success of the organization. To be successful and to ensure adoption, SOP's must be based upon employee input and design. McDonald's is an unrivaled master at common food preparation and food service procedures. The incorporation of employees and management to draft, test, and finalize important procedures are essential. The more common the procedures, the greater the value when conditions change.
Leadership by example and helping your employees succeed goes far both in the military and in business. On a daily basis, I also use some of my core military experience to become better in business. In 1990, I was a U.S. Army platoon leader on the demilitarized zone in Korea, my employees and mid-level managers (soldiers and noncommissioned officers) constantly reinforced the need to go out and see the reality on the ground. Today, more than 20 years later, there is nothing better than a ground-level discussion with customers and on-the-ground leaders to discern the true customer need, how the company actually performs and what steps are necessary to create the best customer value. There is one more military skill set that allowed me to do well. The first is the application of my military skills in leadership, planning, risk management and intelligence that helped me do competitive analysis and various contingency planning, especially for new product launches. Military skill sets, when adapted to your specific organization’s requirements and culture, are powerful.
Here is some background:
A. Here are some links to articles that I have written that discuss how to translate and apply military skills to business:
Every Veteran Hired Blog Posts - http://www.everyveteranhired.com/author/cstorlie/
Task & Purpose Blog Posts - http://taskandpurpose.com/author/chad-storlie/
Harvard Business Review Blog Posts -http://blogs.hbr.org/chad-storlie/
EHS Today - http://ehstoday.com/safety-leadership/let-s-be-careful-out-there-what-us-army-can-teach-employers-about-working-safely
Sioux City Journal - http://siouxcityjournal.com/news/opinion/columnists/other-voices-apply-lessons-of-d-day-for-business-success/article_5c4b50cf-97a2-5d87-9599-de170cce794f.html
Oxford Leadership Journal - http://www.oxfordleadership.com/journal/vol2_issue1/storlie.pdf
Orlando Business Journal - http://www.bizjournals.com/orlando/blog/2014/08/5-military-leadership-skills-that-can-help-junior.html
The one central issue is that military experience, especially combat experience and deployment experience, make military veterans, Guard, and Reserve great employees . The caveat is that military experience must be translated and applied in a way that supports the employer's culture, operations, and practices. Veterans and Reserve members often ask themselves, "What can I do as a military veteran to quickly and effectively help an organization succeed?" It appears to be a simple question, but in a new business, a federal government role, a nonprofit, or educational institution, this can be a daunting challenge. Today's employment environment is often characterized by few opportunities, a high degree of risk avoidance by companies in hiring practices, and an ongoing focus on employee productivity. However, you can quickly become a top candidate when you present all of your military experience in a way that directly supports the organization's primary goals. The secret for veterans is to constantly and consistently translate, leverage, and demonstrate all that your military experience can do for an organization's success.
The good news for military veterans is that employers -- whether high technology, manufacturing, finance, or construction -- all are eager to employ more veterans. In June 2010, the Society of Human Resource Managers released a survey on HR Managers opinions about hiring military veterans. Greater than 80 percent of HR Managers were interested in military veterans because of their dedication, experience, and commitment. However, 60 percent of those same HR Managers felt that military veterans needed to do more to translate their military skills into business applications (SHRM, June 2010, Employing Military Personnel and Recruiting Veterans). The first key point from the SHRM study is military veterans have skills that businesses admire, and businesses want to hire veterans. The second key point is that veterans need to re-examine their entire range of skills and determine how they can apply more of them to the job they have (or the job they want). Veterans do best when they adjust their military skills to the company's culture and work processes. Again, there's no time to complain; dig in, and get it done.
I think that one of my hardest transitions came when I moved back from serving as a U.S. Army Special Forces officer in combat in Iraq to emerging as a successful and dynamic commercial leader. In 2003, I was the lead planning officer for a special operations unit numbering over 5,000 people and I lead a planning staff of up to 20 people. Based in Baghdad, it was a dangerous, demanding and complex position where small errors could lead to enormous consequences. Then in less than 20 days, I was back, at a desk, in a different city, relearning how to apply my military skills to make a new organization successful.
The secret to a successful transition was the same as being successful in the military. Smile more, project confidence to your employees, listen more than you speak, ask a lot of questions, get out of the office to understand a situation, help others advance their careers and fully recognize the role of others in your success. Being seen as a leader who is humble, honest, demanding, analytical and rewarding is a great way to rise in an organization.
Military veterans, Guard, and Reserve have the attributes, skills, leadership, and transferable skills that business needs today. One of the examples that veterans can use today both for seeking employment and for their career advancement is the concept of P-A-C-E, a planning tool from my Army Special Forces days. P-A-C-E stands for Primary-Alternate-Contingency-Emergency and I used it to build networks around my Primary, Alternate, Contingency, and Emergency employment plans. That way each of the contacts and networks that I constructed would independently support one of the four or five job prospects that I was pursuing. If it seems a bit over the top, that's because it was. As a job changer, an industry switcher and a person seeking promotion in a down economy, you need to stack the deck in your favor, get known, and reduce stereo types. Another area that veterans can add immediate value for business is to help coach and develop other employees in a similar fashion that they did in the military using the Performance Counseling Statement. When counseling in the military, the leader describes what happened, how the soldier performed against the standard, then creates an improvement plan to help the soldier succeed, and finally follow ups frequently to ensure the improvement plan is succeeding. The same performance counseling session can be used in a commercial organization. When I was at a former company, I had a 15+ year employee thank me for doing a performance coaching and career planning session with tears in her eyes because it was the first time a leader had stopped, understood her goals, and then created a plan to help her succeed. Another great military to business skill is the Standard Operating Procedure (SOP). SOP's are every day, common and vital activity whose performance is a foundation for the success of the organization. To be successful and to ensure adoption, SOP's must be based upon employee input and design. McDonald's is an unrivaled master at common food preparation and food service procedures. The incorporation of employees and management to draft, test, and finalize important procedures are essential. The more common the procedures, the greater the value when conditions change.
Leadership by example and helping your employees succeed goes far both in the military and in business. On a daily basis, I also use some of my core military experience to become better in business. In 1990, I was a U.S. Army platoon leader on the demilitarized zone in Korea, my employees and mid-level managers (soldiers and noncommissioned officers) constantly reinforced the need to go out and see the reality on the ground. Today, more than 20 years later, there is nothing better than a ground-level discussion with customers and on-the-ground leaders to discern the true customer need, how the company actually performs and what steps are necessary to create the best customer value. There is one more military skill set that allowed me to do well. The first is the application of my military skills in leadership, planning, risk management and intelligence that helped me do competitive analysis and various contingency planning, especially for new product launches. Military skill sets, when adapted to your specific organization’s requirements and culture, are powerful.
Here is some background:
A. Here are some links to articles that I have written that discuss how to translate and apply military skills to business:
Every Veteran Hired Blog Posts - http://www.everyveteranhired.com/author/cstorlie/
Task & Purpose Blog Posts - http://taskandpurpose.com/author/chad-storlie/
Harvard Business Review Blog Posts -http://blogs.hbr.org/chad-storlie/
EHS Today - http://ehstoday.com/safety-leadership/let-s-be-careful-out-there-what-us-army-can-teach-employers-about-working-safely
Sioux City Journal - http://siouxcityjournal.com/news/opinion/columnists/other-voices-apply-lessons-of-d-day-for-business-success/article_5c4b50cf-97a2-5d87-9599-de170cce794f.html
Oxford Leadership Journal - http://www.oxfordleadership.com/journal/vol2_issue1/storlie.pdf
Orlando Business Journal - http://www.bizjournals.com/orlando/blog/2014/08/5-military-leadership-skills-that-can-help-junior.html
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SGT Jamell Culbreath
Thank you sir! You made some excellent points!!!! I will use them to assist other Veterans transitioning or who have transitioned to the civilian sector with translating their skill sets.
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