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  ASM Questions and Answers
Posted by: Shammer - 01-05-2019, 06:19 PM - Forum: Public Information - No Replies

What is the purpose of the Arizona State Milita?
To serve as the primary resource for the state and local government, in the event they call upon the militia. Additionally, we prepare to assist our local citizenry during disaster or similar situations where we can assist them. 

Our goal is to grow and develop our ASM community for long term security and sustainment during any catastrophic event that may occur. By pursuing this goal we will be better able to fullfill our mission.


What does the ASM Training Program look like?
Purpose
The purpose of the ASM Training Program is to insure each member of the Arizona State Militia has successfully completed a course of instruction in the legal requirements, structure, policies and procedures within the organization. Successful completion of these courses will allow each member to advance within the organization and assist in the continual improvement involving unit operations and community support activities.

Each section of the training requirements are designed in a specific logical order to build on prior training. It is essential only specific instructors are used that are certified and/or professionally trained in the subject area. Successful operation of this course will hinge on unit sponsorship, leadership participation and the removal of personal feelings that can become training distractors.

Integration Training: 
-For new members
-Must complete in order to pass the probationary requirement
-Non-optional training
-Coordinated, resourced and documented by the Training NCO(s)
-Some classes may be waived on a case by case basis


Basic Skills Training:
-For members assigned to the tactical platoon
-Team leaders and Squad Leaders are the primary trainers
-Evaluated by Squad Leaders and the Platoon Leader
-Ongoing training that should be reviewed and practiced regularly


Leadership Training:
-For all leadership positions
-Specific courses for tactical and non tactical designed to assist in successful operation of the applicable element
-Intent is to have classes semi-annually


Company Training:
-Training for an entire company
-Must be re-trained annually
-Scheduled by the Company Commander
-Will be reviewed by the state every two years



What is the difference between ASM and 3%ers?

3 percenters, or iii%, is a national movement with local chapters. They are not a militia but still are citizen volunteers. 

While many citizens call themselves iii% it is the same as many saying they are militia, though most are not actually members 
of a iii% chapter or militia group. iii% are volunteers using a network of people to learn from and are considered more of an armed assistance group to lead, coordinate, assist other civilians as needed. iii% groups tend to have training and activities based on the local organizations individual desire, size and commitment. They have leaders they operate more like a committee pursuing the groups goals and desires. The closest comparison in concept would be the oathkeepers. Although both groups are very different.

The militia, like ours, follows a military type structure and heirarchy. Our group has an established training schedule, training objectives, method of advancement, and other requirements. For us, like many, this is to have a trained force that can assist the citizenry, sheriffs, state or local government if called upon. Not all militias are equal. In concept many groups that identify as militia operate like iii% or oathkeepers. At the end of the day it is about determining what the individual is looking for and finding the organization, regardless of name, that best meets their individual/family need.

While some militia tends to have a more structured design and written policies, standards and established schedule, that doesn’t make it better or superior to iii% or other patriot groups. The differences create options for citizens to join an the organization that best fits their needs, desires and availability.


Does ASM allow guests at training events?

Occassionally on a case by case basis. Typically are guess are associates of current members or they are a pending applicant that has already spoken with a representative and established a rapport.


If I am a guest can I participate in training?

That depends on the training. Most instruction is available to guests. However, training involving firearms, vehicles, rappelling or similar require a release of liability waiver, non disclosure and background check.


What events can I bring my family to?

Most events are family friendly. We have quarterly socials, bbq, christmas party's and during other common hoildays we often have get togethers. Recruitment meetings, especially when co-located with a training meeting is a great opportunity to meet other members. Our statewide training events often involve family members as they are typically 2-4 days long. When we do this we insure ample family time is scheduled and invite family members to participate in some classes and training.


How would you involve and interact with a muslim in a militia group? 
Have you attempted to educate them on why the core values of their faith that are contrary to our Constitution?

Our organization doesn't look at their religious beliefs different than anyone else's. We have a wide range of faiths as well as agnostics and atheists. Our vetting process has nothing to do with religious affiliation and everything to do with local and national criminal record checks, watch lists etc. Religion is one of many topics discussed to explain the purpose and point of view of our organization; where and when some subjects (such as religion) are appropriate and inappropriate for discussion. We clarify the line in the sand as far as behavior, personal differences, conversations etc. to show what is acceptable vs. intolerable. Our organization takes the posistion as community based, meaning we are a community. To us, like minded doesn't mean same minded and that shared goals come with varying opinions, regardless of what the personal differences are; religious, political, conspiracy, opinions of law etc. After two years of this approach we have discovered a couple consistent results. First, those that probably shouldn't be here withdraw themselves without issue and often commend our posistion. Second, those that join have gone from about a 50% retention within a 3-4 months to over 90% retention after 18 months (and getting longer). 

We don't see ourselves as experts or educators on other peoples belief systems. We don't debate or use a recruitment period to change a mind or open eyes etc. We have a probationary period that allows new recruits to evaluate us while we evaluate them. That has greatly assisted in some realizing how accepting we are of different opinions, beliefs and choices. That has given some a place to feel welcome and comfortable for the first time or one of a few times. This led to several open and honest discussions on many topics without conflict or incident. I am sure this won't work for everybody but it has definetly worked for us. New recruits see we are a training organization with priorities and goals and that these type of subjects have no impact on what we do or the decisions we make.


What kind of training do you provide?

Currently we plan training by quarter around the wants and needs of each company. We have programs designed around map reading, close quarters marksmanship, leadership, firearms that our goal is to provide to the general public. Additionally, we provide instruction and evaluation of small unit tactics, security, surveillance, self defense to our members as well as a long list of individual classes. 

Through this process we identify, teach, coach and mentor our members to become instructors and/or leaders based on their individual desire and availability. As a matter of policy, we limit any training referred to as "tactical" to 50% of our training plan.

We strive to develop leadership, problem solving, critical thinking and results driven decision making across the organization.


What kind of leadership development/training does the ASM have?

We have a leadership training and assessment course. The course has several hands on activities, hands on evaluations, written tests with either a pass/fail or percentage passing score. 
Purpose: To prepare new and incoming ASM leaders with the necessary background, knowledge, expectation, requirements and motivation to effectively fulfill their position.

Task: To conduct TLC Phase 1 IAW ASM Policy
Conditions: Given an instructor, appropriate pre course information, training location and relevant material, you will participate in an individual and collective task training exercise and skills development class
Standards: Passing standards will be explained onsite for the portions that are graded. This is a pass fail course which is determined by an individual interview, group participation, testing results and peer review


What are the goals of the Arizona State Militia?

The intent succinctly describes what constitutes success within the organization. The Arizona State Militia's endstate for all training and operations is based on a concise five point plan.

1. Assist in building a foundation based on efficient performance, values alignment and collective habits.
2. Influence others while remaining open to being influenced; Varying skill sets and thinking styles are critical to team success.
3. Give information a purpose: every topical discussion should result in one of two outcomes, a decision made or a problem solved.
4. Have clear direction: establish goals and desired outcomes in order to identify the best ways to proceed.
5. Don't attempt to standardize everything; blending to perceived norms and status quo fails to address uniqueness. Focus on development which is fluid and actionable, reinforcing individual skills.


Often we here the question “am I to old?”, or “am I to injured.”

That varies in several age categories and a wide range of severity from person to person. 

Typically we don’t tell anyone that it will limit them. We explain what we do, how often and the participation requirements. Some choose not to join.

We have Members that are retired and some with physical limitations, but not many. We find their wide range of life experience and professional backgrounds to be of great significance sharing knowledge, teaching and providing expertise in a wide range of topics. They also tend to be highly motivated and eager to be part of a group where they can contribute.

If you or someone you know falls into one of these categories it may be worth your time to meet some people and see that there is something to offer and similar folks in each of our companies.

What is your training methodology (the how and why)
This Article provides a great description.


How far im advance will I know about training dates, times and locations?

As a matter of policy...
At a minimum ,every company will have a constant 90-day training calendar. The90-day training calendar will include, at a minimum, specified training dates, general training information and a tentative start and finish time for the training, event, meeting or other.

At a minimum, every company will have a constant 30-day training calendar, which is the beginning of the 90-day calendar. The 30 Calendar will be specific in nature and provide all necessary information needed for members to attend.
a. Who will be conducting the training
i. Named instructors, assistants and their responsibilities
b. What specifically will be trained 
i. Outline all tasks
c. Where the training will be
i. Specific location
d. Why we are doing this training
i. How it builds from past training and into future training
ii. How it will benefit the company
e. When the training is
i. Specific timeline of events and tasks with a written schedule specifying all timeslots
f. How we will do the training
i. All necessary equipment and material needed
ii. All suggested equipment and material that may assist or make the experience easier

g. All necessary equipment or material needed to train

h. All suggested material or equipment to assist in training


How often do you meet and train?
The schedule varies depending on location. Each company publishes a schedule at least four months in advance, in some cases 6-8.

Minimum requirements are one meeting and one training a month. Most companies train twice a month with an occasional overnighter. Each company also has a quarterly social get together for families. Typically these are bbq, Christmas parties, family day at a park or getting together for dinner. 

State wide training happens three times a year in March, June and September. We have additional training coordinated by Members with unique work schedules. Additionally, we schedule specialized training for individuals based on their duty position and/or need.

Why do you have background checks?

The number one reason is to insure there are no prohibited possessors. Additionally is to insure potential members are willing to make the effort to join and have no criminal record that may inadvertenly put existing members in compromising positions. 
Additionally, we do work in conjunction with Border Patrol, law enforcement and members of the legislature on occasion. As a non profit we have a responsibility, to our members and the community, to make every effort to perform any function within the existing law that doesn't violate the constitution.


How do I get a background check?

Background checks are fairly simple at this time. Any current CCW is the easiest way. Other options include a local records check from the Sheriff (only available in some counties) or DPS. Also, any state background check with fingerprint card. Examples are the Arizona Armed Guard License or background checks for medical professionals. You can get more details from your recruiter.

Where can I get manuals to reference?

Our Library has several manuals covering a wide range of subjects. Some can be downloaded most are links.

I need to zero my rifle. Where can I get targets on the cheap?

We have free targets you can download and print. These are designed for AR-15 platforms. The targets indicate if they are meant for a 14.7 or 20 inch barrel.


What is the probationary period and why do you have one?

Probationary periods exist for the purpose of evaluating new membership and to monitor the performance of newly assigned positions. Additionally, it provides each member the time to insure they can and want to continue in the organization or new position.
This allows new members adequate time to insure they have the time and availability to attend meetings, trainings and FTXs while meeting the minimum attendance requirement. We define that requirement as once a month on average over a six month period.

This probationary policy applies to new members and also new assignments within the organization. Some assignments and promotions have differing probationary guidelines based on the requirements for that position.

What uniforms do we wear?

Uniform patterns are Multicam, ATACS-AU assigned by region. Each company has a primary and secondary pattern due to the multiple terrain types located throughout the state. When you meet with a recruiter this can be discussed in further detail.

After completing the 90 day probationary period you'll need to acquire one uniform top/bottom by the time you reach 6 months. This amount time is provided to insure you have adequate opportunity to make the purchase.

Multicam      ATACS-AU

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  Company Descriptions
Posted by: Shammer - 01-05-2019, 05:29 PM - Forum: Public Information - No Replies

Alpha
Made up of members from Pima & Santa Cruz Counties as well as outlying areas. Alpha company has a training meeting the second Thursday of each month and a training day on the last weekend and hosts our summer statewide training exercise. 


Headquartered in Tucson, this group is currently focused on evaluating our developing training programs and products. This is where you can meet the President of the Board and State Commander most frequently. Their training focus leans more towards large scale support activities.

Bravo
Made up of members from Mohave County and the outlying areas. Bravo company has a training meeting the first Wednesday of the month and a training day the last weekend of the month and hosts our spring statewide training exercise. 

Headquartered in the Kingman area, this group is currently focused on developing individual skills, evacuation, longterm survival and public support. This group has the most public local support of any company, has a relationship with the city and local law enforcement. They regularly participate in local parades and holiday activities as a welcome member of the community.

Charlie
Made up of members from Maricopa & Pinal Counties as well as the outlying areas. Charlie company has a teleconference training meeting once a month, two weekend training days a month, with occasional overnight exercises. They also host our Labor Day FTX, which is our largest statewide training exercise each year. 

Headquartered in the Phoenix area, this group is currently focused on collective tasks, security and community response. This is our largest group where it would not be uncommon to have 30+ members at any event.

HHC
The headquarters company is incorporates leaders located across the state. HHC develops the overall training focus, maintains contact with representatives from the state government, coordinates statewide activities, provides specialized training, establishes policy and facilitates statewide training exercises and real world support activity. The responsibility of the C2 ( Command and Control)element is to coordinate all facets of ASM with the board of trustees.

Board of Trustees
The Board of Trustees/Directors, manage the financials, public support, social media and public affairs of the Arizona State Militia. The President of the Board is the former Commander of the ASM.

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  Firearms Manuals (D-J)
Posted by: Shammer - 10-11-2018, 05:44 AM - Forum: Public Library - No Replies

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  Firearm Manuals (A-C)
Posted by: Shammer - 10-11-2018, 05:35 AM - Forum: Public Library - No Replies

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  Lessons from the Mouths of Leaders
Posted by: Shammer - 10-02-2018, 02:53 PM - Forum: Leadership - No Replies

Leadership is not always the easiest thing to define. Perhaps it is a good thing to take some leadership lessons from the mouths of real leaders. Let’s consider the following Lao Tzu quote:

Quote:“A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves.”
I don’t know if he really said this, but is this good advice or bad advice? Some are quick to suggest that it is bad advice because a leader needs to be seen or that a leader must have visible control. However, I think the quote provides great advice, but it takes a deeper understanding to really know why.
Let us examine a few ideas via the words of different leaders and see what we can conclude. What follows are some of my favorite leadership quotes along with reasons why I believe it is important to think about what they are saying. Then we’ll reexamine Lao Tzu’s advice.
Quote:“Leadership is about being a servant first.” –Allen West
Servant leadership is not always an easy thing to do. The goal is to enrich the lives of those who follow you and perhaps even the lives of those who do not. The philosophy states that by doing so, you will build a happier and more efficient organization that fosters a more caring and just world. Unfortunately, many in leadership positions often exploit the power and position to enrich their own lives instead.
Quote:“The supreme quality of leadership is integrity.” –Dwight D. Eisenhower
Integrity is the quality of being honest and having strong moral principles. This is arguably one of the most important qualities a leader can have. Oddly enough, some would find such a statement from Eisenhower a bit ironic considering that he wrote the Army’s official incident report that endorsed MacArthur’s conduct during the charge on the American Veteran Bonus Expeditionary Force in the summer of 1932. This is especially true after having openly disagreed with MacArthur and advising him against getting involved. It’s still a good quote though because not only is it true, but it also demonstrates that not everyone is perfect.
However, a lack of integrity seems to be a systemic problem in regard to leadership lately. Too many times, we are discovering that integrity is something that is often lacking in our leadership. From business to politics, the norm seems to be a less than stellar track record in this realm. So I list this quote as a reminder of expectation in regard to those you might follow or endorse and something to strive for as a leader yourself. No matter how much you might dislike the alternative, integrity weighs much heavier in the long-run. If we could only foster more of it.
Quote:“The function of leadership is to produce more leaders, not more followers.” –Ralph Nader
Of course it is. And why shouldn’t it be? The sad part is that many in positions of leadership often hold down those with exceptional ability. Is this based out of fear?
Think of the alternative. I have heard it said that you are only as good as those you hire. In many ways, this is true. Wouldn’t it make more sense to hire great ethical people and attempt to replicate know-how to improve a process or organization?
If you are a leader, your organization needs more of you. By replicating you or improving upon the ability of those who can do – and can do correctly without oversight – you are freeing up time and ability for other squeaky wheels. This idea simply breeds efficiency and exceptionalism.
Quote:“A good leader takes a little more than his share of the blame, a little less than his share of the credit.” –Arnold Glasow
Pointing out fault rarely solves a problem. Furthermore, find me someone who says that they do not make mistakes and I will show you a delusional liar. People make mistakes. People will stumble in their tasks. Leaders need to find a way to equip followers for success and take responsibility when their tactics fail. Better yet, perhaps the leader needs to replicate himself in the first place as addressed before. Think about this for a moment; as a leader, when you create another leader who completes the task successfully, there is no greater joy than lifting your victorious creation up for all to see.
Quote:“A genuine leader is not a searcher for consensus but a molder of consensus.” –Martin Luther King Jr.
Consensus is defined by Merriam-Webster as, first, general agreement, and second, group solidarity of belief or sentiment. As you can imagine, when you have consensus, everyone will be more committed to the way you address a situation. However, a leader does not seek the approval of those who follow, he either creates it or molds it. I like to say that he creates and justifies reason in a way that is easily understood and agreeable. So how does one do this?
Sir Francis Bacon once wrote “ipsa scientia potestas est“. In our words, it means ‘knowledge itself is power’. Many times, knowledge is often the missing piece of the puzzle in regard to both follower and leader and absence of it can quickly turn the program into the blind leading the blind. If this is you, you must course correct.
Quote:“Leadership and learning are indispensable to each other.” — John F. Kennedy
It is my humble opinion that leadership requires a never-ending quest for knowledge. Learning should never cease and the quest itself should be an objective one. All sides and all perspectives should be evaluated and pondered. Your own conclusions should be researched and challenged (especially by yourself). If you or someone else can rip your conclusions apart with ease, then they are weak and need to be reconsidered or refined.
Never stop learning. Learn as much as you can and share those conclusions with any who will hear them. But understand that learning itself is more about self-enrichment; it’s what you do with it that can make you a leader. Being knowledgeable about many things can make you a more competent leader and THE resource for those who might follow.
Quote:“Leadership cannot really be taught. It can only be learned.” –Harold Geneen
If someone is not interested in a subject, it will be difficult for them to retain the information. For instance; someone who is not a sports fan will not remember stats, players, or even the rules of the game. Will they know some of the basics? Sure they will, but the passion will not be there. Leadership is not so different. You can tell someone the principles of leadership, but will they be retained? Only if that individual is eager to learn and retain them in the first place. Your job as a leader is to seek out those who fit that profile and then help them grow.
Remember: not everyone can be a leader. Your task is to find leaders, bring them into your organization, and then replicate your efforts.
Quote:“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” –Jack Welch
See what I mean? When you foster personal growth in yourself by learning everything you possibly can, you have a much better chance of becoming the trusted leader people want to follow. Your decisions hold more weight because your research is vast and you consider more factors and angles before making decisions. This gives you the edge because by doing it this way, your decisions have a better chance of being right more often. That’s what followers are looking for.
But give that some thought. Did you swim perfectly your first time? Did you ride a bike perfectly your first time? Was the first paper you ever wrote a masterpiece? Of course not. You had to learn through practice and certain preparations (such as learning).
Again, leadership is not so different. Now imagine it was your career to teach others how to ride a bike, write a paper or to swim. How would you go about it? “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Keep it simple: learn, practice, perfect, teach, lead.
Quote:“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” –John Quincy Adams
Look at it this way. When you fill someone with the urge or ability to do or feel something, you have inspired them. Inspiration is just as important as knowledge or planning. When you provide a dream or goal; when you provide the plan to get there, and when you help someone achieve that goal or dream, you are a leader and history will see you as a great one.
Quote:“I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.” –Alexander the Great
I like this quote because of its simplicity. Indeed, an entire nation of warriors led by a pacifist is not on my list of concerns. However, Alexander is making the point that a calculating and aggressive leader is a force to be reckoned with because that leader will know how to position his followers for maximum effect or influence. However, I would like to take it a step further and have you consider that few things are more powerful than an inspired and knowledgeable team. Think of Alexander’s words and then imagine that army of lions led by another lion. Why even deal with the sheep? Of course, it would be hard at that point to tell who the true leader was, right? Maybe that’s the goal for any organization.
Quote:“A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves.” –Lao Tzu
Can you see why I find this to be great advice? For me, barely being noticed is not about being a weak leader; it’s about making a great team that makes it hard to distinguish one from the other. Great teams are created and fostered by great leaders who are knowledgeable enough to make sound ethical decisions when they are needed. If you’ve done your job well enough, then you will be among your equals. As a result, your team will be thriving and you are all succeeding. I will also add that I believe that leadership is having the courage to do the right thing; by seizing the moment and affecting positive change; especially when others either cannot or do not.

-David Robertson

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  What Makes a Great Boss?
Posted by: Shammer - 10-02-2018, 02:51 PM - Forum: Leadership - No Replies

1. Is a good coach
A good coach avoids the trap of solving every problem for their team as soon as it arises. 
Rather they use these problems as teaching moments. They guide and share insights at the right time, letting their team gain valuable experience along the way.

2. Empowers team and does not micromanage
Everybody hates a micromanager. In contrast, a good team lead gives their people enough freedom--to explore new ideas, to experiment, and to develop (and adapt) their own working style.

In addition, great managers make sure their people have the tools and flexibility they need to do their jobs.

3. Creates an inclusive team environment, showing concern for success and well-being
Great managers make it a priority to build trust in their teams.

4. Is productive and results-oriented
The best managers make those around them better.

They realize what their teams are capable of, and they use emotional intelligence to motivate their people and help them realize their potential.

5. Is a good communicator--listens and shares information
Great managers are great listeners--this enables understanding. They also share what they can, realizing transparency is beneficial for the team as a whole.

They share sincere and specific praise, early and often. But they also don't hold back from giving necessary (negative) feedback--making sure to frame it in a way that is constructive and easy to learn from.

6. Supports career development and discusses performance
Great managers are invested in their people. They provide career path options, realizing not everyone wants to follow the same road. 

They also don't hold their people back for personal gain. Rather, they support team members and help them to reach their goals.

7. Has a clear vision/strategy for the team
Great managers know where they're going, but they make sure the whole team knows, too--rather than keeping them in the dark.

They are also careful to communicate "scope," realistic expectations as to what specific actions are needed to execute a strategy, and each team member's role in delivering.

8. Has key technical skills to help advise the team
Great bosses understand a job well and are skilled at the work they oversee. 

If an effective manager is brought into a new department, they take time in the beginning to familiarize themselves with their people's everyday work and challenges. This earns them the respect of their team.

9. Collaborates across 
Some managers create silos, running their teams with an "us versus them" mentality, competing against other teams within the company.

Great managers have the ability to see the big picture, and work for the good of a company as a whole.

10. Is a strong decision maker
Great managers take the lead. They make the tough decisions, and make sure everyone understands the reasons behind those decisions.

Then, they commit to following through.

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  How To Make A Successful Leadership Transition
Posted by: Shammer - 10-02-2018, 02:49 PM - Forum: Leadership - No Replies

1. Do It In Good Times
When a business is having issues, that's one of the worst times to make a transition. If your startup is in rocky territory, both employees and clients could be uneasy about the future of your company. Making a transition during uneasy times could destroy morale, no matter how great the new leader is.

Unless your leader has been caught in the middle of some big public scandal or the business is suffering, maintain your leadership during rough times. When things are going well, start opening up the conversation to your new leader and let the team know what is happening. There's no better time to make a transition than when everyone is feeling good about the future of your company.

2. Show Respect To Everyone
Whether they were voted off the island or stepped down on their own, make sure you treat people who exit with the utmost respect. While people may not remember every great thing that leader did, they came to your company and worked to make the company a better place. They were brought on for a reason and that needs to be remembered.

While you may have grown apart or they didn't see eye to eye with you, their work deserves respect. When you badmouth someone after they leave, it can hurt the people who got along with that person or even the people who did work under them. Their good work and their commitment might feel abused or insulted if you say bad things about their former leader.

All of your employees will deal with change differently and in order to move forward, you should maintain a positive perspective. There could be a million reasons why a relationship didn't work out, but dwelling on them serves no one.

3. Consider Change To Be Productive
Encourage every employee to see this leadership change as part of the growth process. Take some time to work out why that could be and make a strong argument for it. The better you understand how this change will be good for your company, the better you can explain it to your employees.

People become complacent and comfortable with even the strangest circumstances. 

Policies and workplace cultures that make no sense can become part of how you do business, even if they're bad ideas. This time of leadership transition can be a great opportunity to do some cleanup and change your workplace for the better.

When people leave, they will leave a long shadow in which people will claim that the way they did things before was the better method. What their hurdle will be is to imagine how these things have been normalized. Even the strangest habits can become normal after a while.

Change can shake things up, cut out the fat and make your whole startup run more efficiently.

4. Take Up New Ideas
During your former leader's time in the position, it might have been hard for some employees to feel like their voice was being heard. They might have had trouble getting even smart and cost-saving initiatives backed by their former boss. Now is the time to let them know that you hear them.

A new leader needs to start by going on a sort of listening tour in the company. No gripe should be considered too small or too trivial. If an employee sees a problem, address it.

New and exciting ideas can grow from this new opportunity to change. Your new leader should be working with your old leader to implement a few creative changes that can engage your employees in new ways. When work starts to feel like a slog, it's hard to feel creative.

The best way to combat that is to give more creative tasks to your employees. Help them to collaborate and to try out some new tactics.

5. Focus On Communication
One of the things an old leader is sure to be remembered for is how they made everyone feel when they were in conversation. Your employees will remember if they didn't feel listened to or if they felt at odds with a former leader. It's up to the new leader to repair any broken trust.

The efforts your new leader should make is to first find out what the hurdles are to communication. They need to figure out why some people aren't speaking up or why voices are getting drowned out. This is an inevitability in every company and no kind of failure, but a transition is a perfect opportunity to fix it.

As a leader, you need to develop how you'll communicate with your employees and how they should communicate with you. There's no way you can lose with direct, honest and thoughtful communication. A good boss speaks confidently, but a good leader knows when to listen.

A Leadership Transition Should Be A Good Thing
Changing leadership because of a bad experience or because of public pressure is dangerous territory to navigate. The transition itself could overshadow any positive changes that could be made by your new leader. To ensure that your next leader can start with a clean slate, always speak positively and work to keep morale high.

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  How to Create Your Own Success in Leadership
Posted by: Shammer - 09-15-2018, 08:08 PM - Forum: Leadership - No Replies

Create your own reality. In every given moment, we have a choice: to be happy with what we do and where we are, or to be unhappy. Even when we can’t control our circumstances, we have that choice. In a sense, it means that we create our own reality. When you’re feeling unhappy, remind yourself that you have the power to choose happiness instead.

Don’t compare yourself to others. People who have self-doubt, who lack confidence, who aren’t happy with themselves, are constantly looking over their shoulder and comparing themselves with everyone around them. When you catch yourself asking how you measure up to someone else, stop and tell yourself to look within to find out who you are. Regardless of what other people are doing, refuse to measure your success and self-worth by any standard but that of your own expectations and journey.

Let go of what you can’t control. Happy people know the difference between what they can control and what they cannot. The focus on what they can control and let go of the rest. Take ownership of your happiness within your own boundaries.

Choose your battles wisely. When your emotions are running strong, back up a bit and try to understand what’s triggering them. Work to control your response to your emotions, because then you will be able to choose your battles wisely and stand your ground when you feel it’s something worth fighting for.

Be your authentic self. Happy people are true to themselves; they know how to express their  opinions quietly and effectively, and they know how to say no graciously when someone wants them to do something that might dim their light or compromise their integrity. When you are feeling confused, take some time to review your values and your convictions—they will always help you stay grounded and authentic.

Give so you can receive. Happy people don’t think only of themselves but also of how they can support and help others. Giving makes us happy and we end up receiving more than we have given. Helping someone is literally helping yourself. In a Harvard study, those who helped others were 10 times more likely to be focused at work and 40 percent more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you don’t overcommit yourself, helping others is sure to have a positive influence on your own happiness.

Lead from within: People truly are as happy as they make up their mind to be. Happy people don’t have the best of everything; they make the best of everything.

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  3 Principles For Leaders Your Organization Can’t Live Without
Posted by: Shammer - 09-15-2018, 08:06 PM - Forum: Leadership - No Replies

“What can I do to help you do your job?”  This question is frequently asked by people in leadership as a way to communicate they care about what their employees need.  It helps a leader get a sense for what someone believes their job is and the resources they think are lacking, but it really doesn’t need to be asked.  In fact, good leaders can answer this question themselves because everyone needs three important things from those leading them.  Too often we think the most important things we can give the people in our organization are more resources, better technology, more manpower, etc. The truth is these are all secondary to the top three things every leader needs to give his or her subordinates.  In this brief article, I will explain what these three things are, why they’re important, and why we tend to shy away from giving them to people who work for us.

The first thing we can give our team members is trust.  We have to trust the individuals working for us because without trust we never establish a solid relationship with them.  If we can’t trust someone working for us then either we need to leave or they need to leave, but trust is a fundamental element of a good working relationship.  If we hired someone we have to trust our instincts that the person we hired is competent and able to do their job.  If we inherited an employee hired by another person before us we need to establish a connection with them and get a sense of whether or not we can trust them to do what needs to be done.  That might mean letting them make mistakes, mentoring them to improve the work they do or investing some of that precious time of ours into their professional development.  Whatever we have to do we need to find a way to trust them.  When people feel trusted they become more creative, try new things, and maintain an open honest communication.  For most of us, trust doesn’t come easy because it makes us vulnerable.  Trusting someone is making yourself vulnerable to the fact your instincts may be wrong about someone and that means you’re not a good judge of someone’s ability.  That can get translated into the negative belief that you’re not a good leader.  You have to be confident in who you are in order to trust others because trust is foundational for organizational success.

Next to trust the second thing a leader has to give to his or her subordinates is empowerment.  If you trust someone but never allow them to be empowered to make decisions, exercise their expertise, or shape the direction of their work, the trust you establish is never capitalized on and therefore all you have is a nice relationship without results.  Empowering people is a way the many voices of an organization become a type of musical choir singing the organizational chorus.  Everyone, in their own way and with their own talents gets to contribute to the organization when you empower employees.  Sure, everyone can’t just do what they want, that’s not how a choir functions.  Two people singing in two different keys are not making music, they're making noise.  However, when a tenor and a soprano sing their notes in their range along with a bass vocalist you have music.  Each contributes to the song in their own way, but they’re working toward a common complimentary sound.  If you’re the leader of an organization you have to empower each department and employee to contribute to the organizational song which is the vision and mission of the organization.  You already trust them; you know they can play their instruments, now empower them to make music.  You’re the director, the conductor of the symphony, so empower them to make music.  Good leadership trusts and empowers people in such a way they feel some level of ownership in what the organization is doing.  ALCOA, a large aluminum company found all over the globe is a great place to study how empowerment and trust can create significant payoffs.  In order to be one of the safest companies in the world, ALCOA empowered the people on their production lines and trusted them to decide if there was a safety hazard or something not right during production.  Alcoa employees could stop production on the spot if something didn’t seem safe. It didn’t matter if you were functioning as a laborer, a mid-level manager, or a plant supervisor, if you felt something wasn’t safe the company trusted you to stop production and address the problem.  That’s trust because if you understand how much money a company loses when production stops, you get a sense for what it means to trust and empower employees.  Because of this trust and empowerment, as well as a number of other factors, ALCOA has had some of the best safety records in their industry.  That’s pretty impressive.  Leaders shy away from empowering others because it means losing control.  It’s something leaders need to get over and recognize by empowering others we are exercising some of the most control and power a person can be trusted with.  Learn from ALCOA, empowering the people in your organization simply means extending your leadership reach into places you wouldn’t normally have access to.

Lastly, and perhaps even more important than the previous two ideas, a leader must inspire those they lead.  For many people what they do on a day by day basis can become routine and begin to lose meaning and purpose.  It’s human nature to get bored with tasks that are repetitive.  Leaders can’t let that happen.  Each day they need to inspire others to see the bigger picture.  They have to be an incarnation of the “Why” an organization exists.  People have to see that their leaders believe in the organizational mission, have captured the vision of the organization, and live by the values and ideas that reflect the reason the organization exists.  Leaders have to take the time to walk among the people they lead and inspire them to realize their everyday tasks are bigger than the work that feels empty and mundane.  In fact, the everyday mundane task of the leader is to remind other people what they do is not mundane or ordinary.  Leaders have to be inspirational.  Because the mundane work of leadership is to make organizational tasks inspirational people in leadership roles sometimes forget how important being inspirational is.  That can’t happen because leadership sets the tone for the whole organization.  People need to be inspired.

The next time you feel compelled to ask someone in your organization what you need to do to help them get their job done ask yourself first and foremost have I trusted these people, empowered these people, and inspired them.  Only after you’ve done these three things are the other potential resources you can give them going to be effective.  Without trust, empowerment, and inspiration you’re not leading a team you’re simply overseeing forced labor that will only do what’s necessary to get by and leave your organization the minute something better comes along.  Be the leader who can do so much more by trusting, empowering, and inspiring those you lead.

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