Leadership Month Blog Series (Part 13)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The final installment in this blog series features Jorge Christian, Chief of Protection Engineering Division at ECBC.

Jorge Christian

In this time of change and transformation, downsized Department of Defense (DoD) business climate, as well as shrinking budgets, networking must be looked at as a key source of information, opportunities and even power. Currently, there is a renewed effort to maintain Edgewood Chemical Biological Center (ECBC) at the forefront of the Chemical, Biological, Radiological, Nuclear (CBRN) world through the development and execution of a comprehensive strategic planning initiative. For this enterprise to be successful, among other things, ECBC leaders have to develop an entrepreneurial mindset. One of the approaches to cultivate this discipline is to become more vigilant, creative and ready to take full advantage of all opportunities available to place the organization in the best position possible to respond to the customer needs. It is here where networking must be looked as one of the essential leadership tools.

 

In its simplest form, networking is defined as the practice of gathering contacts. It involves the process or practice of building up and maintaining relationships. This is especially important when it relates to people whose position or needs could bring new business opportunities. Many of my colleagues wonder whether establishing relationships and networking are overrated. Do we really need them? The short answer is, yes.

Establishing, as well as nurturing internal and external relationships, has proven to be “the bread and butter” of my professional career. That required making a concerted and diligent effort to avoid living in professional or social isolation while addressing the demands of my everyday responsibilities. In other words, it involved getting out from behind my desk and moving around in a variety of circles. Why? Because you never know who will play an important role in your career or your ability to expand ECBC’s business and customer portfolio.

Many people think of networking as attending conferences, circulating around a room during the breaks and exchanging business cards. While that is a form of gaining contacts, in the absence of your personal touch, the actual rate of success in transforming them into long-lasting, mutually productive and beneficial relationships, is low. The fact is that networking is not just the number of contacts you have, but instead, it is the breadth and quality of them. It is essential that you take special care in treating the individuals you relate with, with respect; always be careful not to let networking become all about using them solely for your own gain or that of the organization. Look at each relationship as one that could yield a win-win situation. When you learn something new that excites you, and the other person learns something interesting or helpful about your or your organization, the magic of a successful networking relationship is born.  

Take the time to make and build real relationships. Be proactive in exploring how you can contribute to the solution of your new contact’s pressing problem thus helping each other out in the process. Dare to awake the hidden leader in you by taking on the challenge of using networking as a tool.

Mr. Jorge Christian currently serves as the Chief of the Protection Engineering Division for the Engineering Directorate of the U.S. Army Research Development and Engineering Command, Edgewood Chemical Biological Center.  He has over 27 years of experience in CB defense acquisition and North Atlantic Treaty Organization (NATO)joint capability support.

Leadership Month Blog Series (Part 12)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The twelfth part in this blog series features Amanda Dubbs, Public Affairs Specialist at ECBC.

Amanda Dubbs

"Courage — not complacency — is our need today. Leadership not salesmanship." -John F. Kennedy

I chose the quote above because I feel a true leader “walks the walk and talks the talk.” A leader whole-heartily believes in what he or she says and does. A leader’s actions set the pace in any organization. Leaders do not command excellence, they build excellence. Taking a term from the Army, excellence is “being all you can be” within the bounds of doing what is right. I feel a good leader is also a leader of good character, and character develops over time. A person with strong character shows drive, energy, determination, self-discipline, willpower and nerve. The person sees what they want and they go after it. They attract followers.

Leadership Month Blog Series (Part 11)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. In the eleventh part of this blog series Mr. AJay Thornton, Director of the ECBC Engineering Directorate, answers four questions about leadership.

AJay Thornton

What is the most valuable lesson you have learned as a leader?

As a leader, I have learned that it is important to be open-minded and flexible. Everyone can have good ideas and useful things to bring to the table, all of which should be heard and considered. The second a leader becomes closed minded, they are closing the door on someone’s creativity and contribution. They may not want to contribute again, and losing someone’s voice can be a tremendous loss to a team and an organization.

A leader must also recognize that he or she cannot do it all themselves. He or she has to know the tasks that they can and cannot accomplish, and be able to have confidence in the people around them to be responsible for certain tasks as well. A good leader knows how to appropriately delegate, not just take charge of tasks.

Finally, a leader should want to leave any situation or previous job in better condition than when he or she first took the job. A good leader ensures that their successor has a good starting point to build on their previous successes. You never want to set up the future generations for failure.

Leadership Month Blog Series (Part 10)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The tenth part in this blog series features Kevin Wallace, Branch Chief of Technology and Systems Integration in ECBC's Advanced Design and Manufacturing Division.

Kevin Wallace

As I’ve progressed through my career at Edgewood Chemical Biological Center, I’ve been able to experience practically every phase of a civilian employee, from high school apprentice through senior-level supervisor.  Through much formal and informal mentorship, I’ve absorbed a tremendous amount of hands-on leadership “how to.”  Yet, in all honesty, I believe my abilities as a successful senior leader were instilled well before my time as an employee at ECBC.

My father worked for the Army and routinely allowed me to tag along on post with him, showing me the cool “tech things.” Over the course of many years, I was not only exposed to computers, vehicles and things that go “boom,” I was also able to observe the working relationships my father had with his personnel as a civilian Army leader.  I came to realize, through my father’s actions, that there are select traits a successful leader should always possess and demonstrate: dedication, initiative and vision.

Leadership Month Blog Series (Part 9)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. In the ninth part of this blog series Ron Pojunas, Associate Director of the ECBC Engineering Directorate, answers four questions about leadership.

Ron Pojunas

What is the most valuable lesson you have learned as a leader?

Progression in your professional career field and for that matter your personal life is a journey. Our experiences especially the difficult ones bolster our ability to more effectively deal with and resolve the multitude of issues we will face, and in a 30 to 40 year career we are likely have the opportunity to “see it all.” Key to traversing the challenges of the job is taking full advantage of the inherent support system around us. Your co-worker, supervisor, manager, or a mentor is a source of support that is close at hand.  You simply won’t meet your or the organization’s potential if you chose to go-it-alone. Take advantage of the knowledge, insight, and inspiration of others. Build healthy relationships based on respect and trust, these associations will be a mutually giving for the years to come.

What traits does a leader need to have in order to be successful?

A successful leader needs to possess the ability to inspire others. Whether in the form of a champion, cheerleader, or by simply rolling up your sleeves and leading the way. Inspiring others breeds success. Recognizing and understanding the needs of the workforce and awareness of their concerns goes a long way in being able to foster a happy and productive workplace. Your care for the workforce, passion for the mission, and invested interest in the success of the organization will inspire employees to bring their talents, attributes, and dedication to the task.

Leadership Month Blog Series (Part 8)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. In the eighth part of this blog series Eugene Vickers, Engineering Test Division Chief and Senior Scientist at ECBC, answers five questions about leadership

Eugene Vickers

What makes a good leader?

There is a lot of literature on what makes a good leader and the qualities of a good leader. I read an article, Emotional Intelligence - the ability to manage ourselves and our relations effectively, from Harvard Business Review (March-April 2000). Emotional Intelligence consists of four fundamental capabilities: self-awareness, self-management, social awareness and social skills. From these capabilities there are some traits I would call attention to, traits that I think make a good leader: self-confidence, persuasiveness, integrity, trustworthy, driven, self-control and capable of building and retaining talent. As a leader we MUST take care of our people, provide them guidance and show that we care for their well-being. Factors like technology, budget constraints and personnel, change our working environment every day. Good leaders cope with change, manage it and drive on to complete the mission.

What advice would you give to someone aspiring to leadership within ECBC or the larger Department of Defense (DoD) organization?

My advice to someone aspiring to leadership within ECBC or the larger DoD organization is to first master your technical skills. Next, develop your people skills: take conflict management classes, negotiation classes, leadership courses and network with everyone you can from GS-1 to SES. You cannot do your job on your own; it takes a diverse team to build support. Try not to burn any bridges – everyone has something to bring to the table. Try not to leave anyone out – treat everyone with respect and the way you would like to be treated. You never know who you will meet on your way up the ladder. Your actions, work and attitude should not push you down the ladder.

Can you describe your biggest achievement and what lesson you learned from it?My biggest achievement was leaving my comfort zone of 25 years here at ECBC and taking a leadership job with the U.S. Department of Agriculture. Taking that leadership position with a new agency helped me develop better leadership skills, build trust with new personnel, be effective in leading change and work on some areas in which I needed improvement as a leader. And it paid off – developing myself and honing the skills I needed helped me get the senior leadership position I am in today at ECBC.

How has networking helped you develop professionally? If you feel that networking didn't help you, what strategies did you use to advance in the organization?Networking has helped me acquire more knowledge about different agencies within and outside DoD. I have been able to talk to General Officers and SES’s one-on-one. Additionally, networking has helped me to acquire funding from agencies in the past I had never had any social or professional relationship with. I also have gained information on development courses in other agencies. It is essential to network in our ever changing world with funding cuts, personnel reduction and base closures.

What leader inspires you the most and what qualities do he or she possess that others can learn from?

The leader who has inspired is Mr. Bruce Pringle (Retired), Chief, U.S. Army Chemical Materials Agency (CMA). Mr. Pringle was my senior rater when I worked at CMA. He was a very self-confident leader with a great vision in policy and organization skills. He also communicated very well. He came across as hard to some, but to me he was firm. Mr. Pringle was trustworthy and he showed empathy. He was instrumental in assisting me in my leadership development goals.

Vickers serves as Engineering Test Division Chief and Senior Scientist for Engineering Directorate of the U.S. Army Edgewood Chemical Biological Center (ECBC). Mr. Vickers holds a Bachelor of Science degree in Chemistry from Tuskegee Institute, Masters of Science in Analytical Chemistry from Drexel University, and a Masters of Business Administration from Loyola College in Maryland.

Leadership Month Blog Series (Part 7)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. In the seventh part of this blog series William "Bill" Klein, Associate Director of the ECBC Engineering Directorate, answers four questions about leadership.

Bill Klein

What is the most valuable lesson you have learned as a leader?

The most valuable lesson I have learned as a leader is to see the big picture in any given situation. As an engineer you are taught to focus on the project that you are working on and nothing else. Things change once you step into a position of leadership. Now, instead of focusing on simply the task at hand, you have to pay attention to a larger plan that includes everybody in your organization. You have to learn how to interact with different types of people and assess situations based on how it will impact the entire organization and its mission, not just a single project and its immediate effects.

What traits does a leader need to have in order to be successful?

The most valuable asset to any organization is its employees. Listening to your employees and considering their concerns and goals is incredibly important to build a solid relationship with them and to be able to enact real change within your organization.  Sometimes the higher up someone becomes in an organization, the more disconnected from the workforce they become. They think they know all there is to know about the company and the industry, but in reality they don’t. The fresh, new ideas come from the workforce. A good leader hears everybody and considers their workforce’s ideas. A good leader works hard to ensure that the line of communication between management and the workforce stays strong. You never know what solutions someone may have until you listen to what they have to say.

Leadership Month Blog Series (Part 6)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. In the sixth part of this blog series Randy Laye, Deputy Director of the ECBC Engineering Directorate, answers four questions about leadership.

Randy Laye

What is the most valuable lesson you have learned as a leader?
The most valuable lessons I’ve learned as a leader is to never stop learning. Everybody has something different that they bring to the professional table - different backgrounds, a new way of doing something – you have to remain open to learning new things and evolving along with the changing times.

My experiences have also taught me to appreciate diversity. When I worked in ECBC’s Directorate of Program Integration, many of the Directorate’s employees worked with their hands in a very different work environment than what I was used to.  Some of these employees were simply remarkable. They could do a “back of the napkin” design and fabricate the perfect product sometimes in just one night.  I had never experienced creativity and capability quite like that before.  Working with these individuals really changed my perspective of what people are capable of and I think I’m better because of that experience.

Finally, it is very essential to be an inspirational boss. Give people a reason to listen to you and work towards your mission. Also, be willing to take on the same work that you assign to others. Do not make anybody else do a job that you would not be willing to do yourself. It is important to set a good example.

 

Leadership Month Blog Series (Part 5)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The fifth part in this blog series features Michelle Goddard, a mechanical engineer and current Executive Officer at the Pentagon.

Michelle Goddard

Have you ever noticed that some teams are more fun to work with than others? All of the best teams in an organization have something in common: high morale! A good leader knows how to turn negative energy to positive energy. There are a few factors that link successful leaders to high morale:

a)   Leaders show their hearts. A sincere expression of belief in the importance of the mission generates a positive emotion that people feel.

b)   Leaders know that people are the most important part of any project. They pay attention to how things are going for those around them both professionally and personally. They know there is no limit on praise, and critical comments or corrective feedback should come in a tactful way. They genuinely care about people!

c) Leaders are visionary and critical thinkers. A good leader successfully manages current project execution, and also maintains a macro-level view of where the mission space needs to go. Strong leaders understand competing requirements, and know how to partner and when to defend turf.

d) Leaders have a clear sense of right and wrong, and the ability to articulate why they believe in a certain course of action. Employees perform better when they work towards a cause they believe in. Mundane details take on a new importance when put into a big picture perspective.

Two leaders that I admire are MG Nick Justice, Commanding General of U.S. Army Research, Development and Engineering Command (RDECOM), and COL (P) Peggy Combs, Deputy Commander for U.S. Army Cadet Command. Both leaders exemplify resilience, persistence, and other qualities that we can all seek to emulate:

MG Justice is a Proactive Doer. He leaves the office and goes to talk face-to-face with stakeholders. He is not afraid to change his strategy for attacking a problem because he understands that “the way we have always done it” is not necessarily an effective method. He is not complacent and looks at overall trends in his operational environment. Without an understanding of trends, he would not know where to lead the Command.

COL (P) Peggy Combs is Operationally Focused. As a former Division Chief in Headquarters Department of the Army G-8, COL Combs received many budget drills and taskers. She excelled at providing strong justifications for courses of action that demonstrated impact to the soldier. It is difficult to refute a request when the clear, operational impact is linked to requirements and tangible effect on the soldiers.

Michelle L. Goddard has been a DA Civilian for six years at the Edgewood Chemical Biological Center.  She is currently completing a developmental assignment in the Pentagon HQDA G-8.  Ms. Goddard has a bachelors degree in Engineering from  Loyola University in Maryland and a Masters degree in Engineering Management from Drexel University in Pennsylvania.  

ECBC Executive Potential Program Provides Insight Into Executive-Level Management, Improves Leadership Skills Amongst Workforce

As a program that first started as a short-term, developmental assignment, The Edgewood Chemical Biological Center's Executive Potential Program (XO) has turned into a long-running opportunity for ECBC employees (GS-12 and above) to work closely with members of leadership and gain a 360-degree perspective of the entire Center.

The XO Program selects one employee from each of the Center’s three directorates and temporarily places them on duty in the Front Office of one of ECBC's directorates (not necessarily their home directorate) for a six-month time period with the possibility of a temporary pay increase. Participants apply through a competitive process and are selected by the Center’s Directors. While in the program, XO participants get exposure to a multitude of responsibilities that increase their interaction with the senior members of the Directorate.

Leadership Month Blog Series (Part 4)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The thirdpart in this blog series features Mark Ciampaglio, senior engineer for ECBC's Protective Equipment Test Branch.

Mark Ciampaglio

Having been in the workforce for a relatively short amount of time, my personal views of leadership are based on what I’ve learned as a follower of many leaders, what I’ve read and what I’ve experienced in formal and informal leadership positions in my professional and personal life.  Leaders have a tough job. To be successful, they must be able to balance a multitude of activities, skill sets and personality traits. I found it helpful to break the leadership role into three distinct focus areas: People, Purpose and Planning. A great leader strikes a delicate balance between the three.

People are the heart and soul of any team or organization. A leader is nothing without willing followers. The best leaders show an open compassion and respect for their team, commanding their respect. They engage, inspire and especially empower the people around them. A great leader must be a great motivator, particularly when times are tough. Enthusiasm for their work and a strong, charismatic personality will go a long way towards building an effective team.

Aberdeen Proving Ground Senior Leadership Cohort Gives Leaders Hands-on Professional Development Training

The Aberdeen Proving Ground Senior Leadership Cohort (APG Cohort) is an 11-month program intended for employees at the GS-15 grade level and higher. The purpose of this program is to prepare future APG leaders to create a self-sustaining leadership community at APG. These relationships are built at the different training sessions where Cohort participants work on various activities together, developing an active line of communication which can institute change and growth on several levels at APG.

"It’s the gift that keeps on giving as far as knowledge goes," said Associate Director of Engineering Bill Klein. "There are some outstanding sessions offered this year, that weren’t an option when I did the Cohort."

Leadership Month Blog Series (Part 2)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The second part in this blog series features Dominique McClain, an electrical engineer Advanced Design and Manufacturing Division

Dominique McClain

When I think about the traits a leader should exemplify, I think of a quote by John Quincy Adams that states, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” A good leader leads by example and never makes excuses for his or her shortcomings.

There have been many times in my life where I have taken a leadership role whether at school, at work or at home, and the expectations have never changed. A leader has to be motivated to help others. They should always want to see others achieve their goals. Leaders are not selfish and realize they have achieved their position based on the recognition from others. The same can be said for a proud parent – a leader in their own home – who pushes and motivates their children to be their best. They teach their child right from wrong, just from everyday living, thereby leading by example. Leaders at work or at school also exhibit this trait. If your supervisor takes pride in his or her job and reaps the benefits from their position, doesn’t it motivate you to do the same?

Leadership Month Blog Series (Part 3)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The thirdpart in this blog series features Adam Seiple, Executive Officer for ECBC's Research and Technology Directorate.

Adam Seiple

In my opinion successful leaders share four main characteristics. First, great leaders recognize the fact that the organization is greater than the individual in charge.  Leaders put the needs of the organization in front of their own and recognize that the organization must succeed throughout their tenure and beyond.  Great leaders will identify key personnel for critical positions throughout the organization, so that the group, as a whole, operates the organization to its optimum potential.  

Second, great leaders need to be able to listen to the experts who support them and consider all sides of a decision.  It is difficult to put aside previous experiences with certain people or groups when hearing their argument, but great leaders separate themselves from a particular group to look at both sides and decide what is best for the organization as a whole.  This is why I believe that a great leader starts as a great follower.  Great followers know their role in the organization, make decisions based on all points of view and are not afraid of telling their leadership if they do not agree with a decision and why.   Returning to the first point I made, great leaders would surround themselves with great followers, not necessarily people they always agree with.

Volunteer work allows ECBC employee to meet Maryland Lt. Gov; former Secretary of State

Lester Hitch, of Edgewood Chemical BIological Center's Advanced Design and Manufacturing Division, had a unique opportunity to escort General Colin Powell and Anthony Brown, the Lieutenant Governor of Maryland, at Baltimore’s Grand Prix event in early September.

As a lifelong automobile aficionado, Hitch began volunteering at races in November 2010 in support of the Showcar Promotions Program, which involved attending different
Auto shows and happy hours to grand opening events where showcars would be featured. When Hitch found out that the Grand Prix event would be taking place in Baltimore, he jumped at the chance to volunteer.

Leadership Month Blog Series (Part 1)

In recognition of Edgewood Chemical Biological Center's October Leadership Month, a special blog series featuring ECBC employee  responses on what it takes to be an effective leader will be featured on the blog throughout the month of October. The first part in this blog series features Colonel (Ret.) Humberto Galarraga, Chief of ECBC's Detection Decontamination Division.

COL (Ret.) Humberto Galarraga

First and foremost, a good leader is a person that is honest and trustworthy; they act responsibly and respectfully, and possess good communication skills. They use their experience, educational background and technical expertise to express their vision which must be in alignment with the organizational goals. A good leader will stress the importance of following that vision and help support others to participate in making it a reality. True leadership comes from having the courage of conviction, not being afraid to do what is right, and realizing that tough choices sometimes have to be made.

Those desiring a leadership role within ECBC should work hard, be dedicated to the organization and keep abreast of the organization direction, goals and vision. Additionally, I would recommend pursuing advanced education and/or courses in your field of interest to build your experience/skills to match the requirements of the organization. Leaders in ECBC must also keep in mind the critical nature of our mission and the fact that lives depend on the decisions we make. This line of work is as much a calling, as it is an occupation. Dedicating yourself to good quality work, learning every day and setting standards for professionalism, will be key in helping you reach your leadership goals.