When was the last time as a leader that you took a step out of your comfort zone?

COL Mikel J. Burroughs — Sun, 17 Jul 2016 17:45:05 -0400

RP Members, Connections, Leaders, and Future Leaders when you take a step outside of your comfort zone you'll discover that your world or your comfort zone isn't as limited as you once believed.

When was the last time you left your Comfort Zone? Please share your experience with the RP Community!

This happens to Leaders and Individual all the time.

How do you overcome this obstacles?

What is your recommendation for those new leaders that are coming up in the ranks?

Response by PVT Samuel Caspers made Jul 17 at 2016 5:48 PM

PVT Samuel Caspers — Sun, 17 Jul 2016 17:48:23 -0400

Never fear the opinions of others. If you dig deep for the strength and knowledge which you seek, you will overcome. Believing in yourself is paramount. I have a tattoo from the Quran on my left arm "Your faith must be greater than your fear."

Response by LTC Stephen F. made Jul 17 at 2016 5:48 PM

LTC Stephen F. — Sun, 17 Jul 2016 17:48:49 -0400

When I challenged leaders from O-6 to O-9 COL Mikel J. Burroughs.
I was never accused of being a yes man. I tried to be tactful; but, I also tried to confront what I believed to be immoral or unethical directives. In some cases clarification was provided which helped diffuse the situation. In an least one case I was publicly ridiculed. That was a small price to pay.

Response by SFC Olivero Rodriguez made Jul 17 at 2016 6:30 PM

SFC Olivero Rodriguez — Sun, 17 Jul 2016 18:30:58 -0400

I stay in trouble for being outspoken, could not make a higher rank, since those about me though they had and easy task with me. If I though the higher rank was wrong, I stop them how I felt about their decision, from MSG to SGM's, they knew one think, if you wanted the things to go the wright way, they had to live me along. In the civilian world I rather quit a bad job than to led a dishonest manager do what ever they though they could do, I told them about the mistake they where doing, and if they did not change, I left, I let them fall on their face. In the military I told anyone in charge if they where wright or wrong.

Response by CAPT Kevin B. made Jul 17 at 2016 6:35 PM

CAPT Kevin B. — Sun, 17 Jul 2016 18:35:40 -0400

Actually it's more of which direction do you choose to be uncomfortable stepping out? Upwards, downwards, or sideways. They all have their perils, consequences, etc. Over time I became more comfortable challenging upline. Sideways was neutral because I was working to get someone else outside of my CoC to do the right thing without having to go the formal route. Most discomfort is downwards because they were my people and I was loathe to screw them over. It's easy to do simply by not paying attention. So my challenge to leaders would be if you're not more comfortable going up vs. down, you need a compass check. Your people are your bedrock. Lead them that way.

Response by PO3 Steven Stinnett made Jul 17 at 2016 7:00 PM

PO3 Steven Stinnett — Sun, 17 Jul 2016 19:00:14 -0400

when I took students, ages 12-15, by myself to Europe/Middle East for History Tours, I soon learned it was better to include parents/guardians. A great 18 years of learning, from Egypt to every major Capital in Europe, I soon learned the Metro System throughout Europe...

Response by PO3 Steven Stinnett made Jul 17 at 2016 7:05 PM

PO3 Steven Stinnett — Sun, 17 Jul 2016 19:05:09 -0400

every time I took students ages, 12-15 to Egypt, Europe and the Middle East for 18 years, I soon learned it was better with parents/guardians, a GREAT experience for the kids, I still get positive responses from them today, 20+ years later.

Response by MSG Private RallyPoint Member made Jul 17 at 2016 7:05 PM

MSG Private RallyPoint Member — Sun, 17 Jul 2016 19:05:56 -0400

Being DA Select as a Recruiter... I am a mechanic, always have been. The motor pool was my home. But wow throwing me into the mix with High School Teenagers is like swimming with the sharks. The moment you show weakness of falter they will attack your values and your message of the Army.

I always thought Recruiter's had it easy but I was WRONG! But let me tell you this I have been successful in my task of being a Recruiter and would not trade it in, it has helped me exceed my peers and gain a valuable insight to the difference between leadership and management. Leaders are people who encourage success by example. Managers are people who demand success by control.

Response by Capt Richard I P. made Jul 17 at 2016 9:14 PM

Capt Richard I P. — Sun, 17 Jul 2016 21:14:18 -0400

All the time. It's getting mighty uncomfortable.

Response by LCpl Hilton Hoskins made Jul 17 at 2016 10:21 PM

LCpl Hilton Hoskins — Sun, 17 Jul 2016 22:21:56 -0400

I believe a leader that is able to step out of their comfort zone makes them a better leader. Someone who does that, I feel earns more respect from those who they supervise. I know that when I was put in a supervisory position, I always tried to step out of my comfort zone, and learn my those who I supervise because it makes you more aware of their strengths and weakness. I remember that when those who supervised me, stepped outside of the box, it made me respect them more and made me feel that they had my six.

The recommendation that I have for leaders coming up through the ranks is this:
1. Get to know your troops, find out their strengths and weakness, applaud their strengths and encourage them to work on their weaknesses.
2. Make them feel like one of the team. If anybody on your team feels like an outsider or singled out, then you are not doing your job as a leader. No one, I repeat no one, in your command should feel like an outsider, if they do, then you are failing as a leader.
3. Do not just be a leader, teach others how to lead. A true leader knows how to breed new leaders to take their place. Everyone who leads should lead with the mindset that they must train others to take their place, if needed.
4. Don't just stand around and bark orders, get off your ass and work. A leader that not only gives orders but also takes part in the task at hand gains more respect than one that sits around and barks orders all day.
5. Don't be afraid to stand up for them when they are in the right.

Those things made me respect my leaders as well as gained me respect when I had to lead.

Response by SSG Roger Ayscue made Jul 18 at 2016 12:13 AM

SSG Roger Ayscue — Mon, 18 Jul 2016 00:13:04 -0400

About three weeks ago

Response by SrA Edward Vong made Jul 18 at 2016 9:43 AM

SrA Edward Vong — Mon, 18 Jul 2016 09:43:53 -0400

Because of the nature of my current career, every single day. We are required to explore different possibilities to resolve issues in the best interests of our clients.

Response by SGT Private RallyPoint Member made Jul 18 at 2016 10:19 AM

SGT Private RallyPoint Member — Mon, 18 Jul 2016 10:19:21 -0400

Several months ago, we got a new Chaplin to our unit. He was going to give the battalion Suicide Awareness training. I approached him and asked him if I could tell my story and he agreed. So, I stood up in front of 200 people and told them how I used to feel about suicide and those who commit or attempt to commit suicide, and how I feel now and why. I told them of how I used to despise others who committed such a selfish act, and how I thought them weak for having given in. Then, I stood in front of my battalion and told them that anyone of them or anyone of the soldiers to the right and left of them could become suicidal due to circumstance. Because it isn't weakness that makes you break, but a desire to end the daily torture and pain. I know this from experience, because it happened to me, in Afghanistan. My whole world came crashing down, and I struggled for several months after deployment to get back on my feet. I told them of how the memory of the barrel of my M4 pressed beneath my chin on the steps of an empty above-ground pool at Camp Nathan Smith, still haunts me to this day. I told them how my thumb on the trigger was all that was between me and the end of my pain. I told them this, so that one day if it happens to them, or to one of their soldiers, they would be able to reach out, as I did, to someone they trust or be that trustworthy leader. Be the person I called in a last ditch effort to find a way to endure the pain and torture, one. more. day. If it wasn't for a caring and understanding leader who was not even in my CoC, I would not be here today. I told them this in the hopes that it might help even one soldier. It's one thing, to write an article of your story and publish it to strangers, it's quite another to stand in front of people you work with regularly and tell them that same story. It was one of the scariest and most uncomfortable things I've ever done, and I'm so glad I did. It helped at least one soldier that day; she came and talked to me afterwards. And that is why it was worth it.

Response by Lt Col John Eliopolo Cpc, Eli Mp made Jul 18 at 2016 3:09 PM

Lt Col John Eliopolo Cpc, Eli Mp — Mon, 18 Jul 2016 15:09:38 -0400

For me personally, choosing to be an Entrepreneur when I left the service instead of trying to find a safe, secure civil service position on base. It was time to move out of my comfort zone and be my own person, fulfill my passions and dreams!

Response by SSG Michael Hale made Jul 19 at 2016 7:59 PM

SSG Michael Hale — Tue, 19 Jul 2016 19:59:15 -0400

I've done it plenty of times when it came to supporting my troops. They come first

Response by MAJ Michael Pauling made Jul 23 at 2016 10:58 AM

MAJ Michael Pauling — Sat, 23 Jul 2016 10:58:18 -0400

Judgment is not a skill that can be school taught. In todays' military you cannot rely on facts, situation and circumstances without also considering intuition. Intuition is the ability to learn from mistakes and learn never to make same mistake again. The obstacles you face in making a decision are not the ones always in front of you but those that come from the flanks by all the Chair-borne Rangers acting like NFL Commentators. Block out the noise, take care of your Soldiers and complete the mission.

Response by PFC Stephen Eric Serati made Jul 23 at 2016 2:38 PM

PFC Stephen Eric Serati — Sat, 23 Jul 2016 14:38:05 -0400

In the past.I was forced into a moral dilemma by the inactions of a supervisor.The dilemma,politics at works.I want to make this a teachable moment,so I won't name names or the place.So just say as a team leader on occasion I filled in as a supervisor when the supervisor takes time off.It was beautiful Monday morning,I was carrying on with my tasks,when all the sudden a worker comes to me and let's me know there was some racist graffiti and where.I dismissed at first because of the way it was stated and I was very busy,but a few minutes later I thought about it.So I went and checked it out.It was.So I asked the worker if he had reported it to the supervisor the worker said yes and that the worker was told to leave it up and that he would look at it later,but the worker was very upset.Thats why the worker came to me because I was next in charge.So I called my supervisor and the supervisor said it wasn't racist to leave it,I asked several times to take it down,answer was no.So there's the rub.Do I go over the supervisors head or neglect the worker and allow the work places image to be tarnished by going over the supervisors head I put a big ole target on my back and risk more,and then how would the supervisors friends react to me doing that.In a nut shell I chose to have it taken down and just suck it up.The moral to this story.Politics at work should not be permitted to the degree others rights are trampled on.To all leaders who read this,Competence,your soldiers are deserving of outstanding leadership at all times,you are expected to accomplish the mission and always look out for the welfare of your soldiers by placing their needs above your own,even your personal safety.

Response by SSG Richard Hackwith made Jul 23 at 2016 6:48 PM

SSG Richard Hackwith — Sat, 23 Jul 2016 18:48:15 -0400

As someone who started out in combat arms (armor + infantry) and moving to combat support (MP in the NG), it involved a situation with a distraught female and a new 2LT, in the field no less. Both them shared some burden of fault in the incident. After fact finding, I was able point out where they went wrong and point out the way back working as a team and I hoped they both took the lesson heart to help them with future decisions. In this case I think my civilian experience as an union shop steward probably helped.

Response by LTC Jesse Edwards made Jul 26 at 2016 8:02 AM

LTC Jesse Edwards — Tue, 26 Jul 2016 08:02:58 -0400

There's a reason that "Experience is the best teacher".
The odds of making mistakes goes way up the first time through.
When possible, a leader can mitigate the possibility or impact of mistakes by:
- Being confident in themselves and their team
- Opening up trusted communications with those engaged in activity to elicit input and feedback
- Adapting as needed
- Communicating as needed, particularly when change is about to occur or occurring.
- Use a Lessons Learned methodology so that the team will perform better next time.
- Get lucky. How many times should James T. Kirk been killed instead of the guys wearing the red shirts?

Response by SSG Private RallyPoint Member made Jul 30 at 2016 5:30 PM

SSG Private RallyPoint Member — Sat, 30 Jul 2016 17:30:30 -0400

I was asked to lead a HQ platoon. I know I can effectively lead with my MOS, but I only knew as much as a private about the new leadership opportunity. I agreed to take it and there were some steep learning curves. I felt in over my head at times and other times I just felt stupid. I kept learning, working hard, admitting my mistakes, and refused to compromise my integrity. By being ethical and living the army values I earned the trust of my seniors and subordinates. I will always think back on that difficult assignment with a great sense of pride.

Response by Sgt Dallas D'Angelo-Gary made Oct 21 at 2016 2:30 PM

Sgt Dallas D'Angelo-Gary — Fri, 21 Oct 2016 14:30:52 -0400

Today! I believe you have to leap forward, to succeed.

Response by CPT Joseph K Murdock made Oct 21 at 2016 3:25 PM

CPT Joseph K Murdock — Fri, 21 Oct 2016 15:25:03 -0400

As the OIC of single soldiers' day at Ft Hood for 30,000 participants. It was like running a small city.

Response by CPT Joseph K Murdock made Oct 21 at 2016 4:06 PM

CPT Joseph K Murdock — Fri, 21 Oct 2016 16:06:45 -0400

I made flow charts. Whose funds are for who. What are the limitations.

Response by SSG Shavonde Chase made Nov 18 at 2016 10:03 PM

SSG Shavonde Chase — Fri, 18 Nov 2016 22:03:38 -0500

This must be reflection day for me as I touched a little on this in another post. About a year ago I was confronted with a decision to either receive a permanent profile or med board. I had been avoiding a permanent profile for about 10 years, but this time I was not recovering from my vehicle accident. The med board brought on a lot of anxiety because I did not have a lot of time to prepare for a new life. As a leader, I knew I was not in the best shape to deploy nor did I want to risk being depressed for the remaining five years to reach regular retirement.

Response by SFC George Smith made Nov 19 at 2016 5:58 AM

SFC George Smith — Sat, 19 Nov 2016 05:58:28 -0500

Confronted Bn Commander with the Issue Of his Communications Plan... Why and the reasons It would not work In the Area... we were deploying to... and presented Him with a viable alternative...
He disapproved and said his plans had always worked... yeah right... This was his First trip in to South East Asia...
1... you cant use a 463-L pallet as a reflector of a 15degree takeoff angle no much how Brasso you polish it with ... so he can Have Push to Talk with the Teams in the field
2 ... in SEA there is no managed HF Frequency Control... radio stations com and go on set Freq.'s as they please...
3... there is more to making commo than walking to a radio and picking up the hand set and Barking commands...
4...just because You have new ratios does not mean they will work and are reliable ... especially when the radios are issued 12 days before you deploy...
5... Line of Sight Means as Far as you can see... (if you are Lucky) not 250 miles, or from Thailand to Ft lewis, WA...

As a Result the Team guys and 3 guys a Bn sat down and worked out the problem over a couple of beers and when we got mack and we had 96% comms... (Commo in a Typhoon really sucks...)
The Rat bastard too credit for the Success Of the Plan till he found out, damn Near every thing he planned was Changed and manipulated to work differently... so it would work...
LtC 's on the Col List don't like having their Plans Altered especially if they work when altered... or Having a 2 hour Debrief of I told You So's...

Response by LTC Joe Likar made Nov 19 at 2016 9:06 PM

LTC Joe Likar — Sat, 19 Nov 2016 21:06:53 -0500

If you "do the right thing" when needed you are likely to leave that "comfort zone" more often than not.

Response by CMDCM John F. "Doc" Bradshaw made Nov 25 at 2016 9:28 PM

CMDCM John F. "Doc" Bradshaw — Fri, 25 Nov 2016 21:28:18 -0500

Often, as a Leader, it is necessary for you to step out of your comfort zone to participate in new Activities or Special Training Events. This can be a positive for your future however, it's a two edged sword! You can Excell and Come to the Attention of The Appropriate Personel to help you or you can fall on your own Sword and hurt your future career!!!