Amotec Inc.’s Post

Shannon Menees from SAIC is looking for a Product Manager in VA! Do you want access to the rest of the product manager jobs instead of just getting them one by one, then sign up for our exclusive newsletter here.  https://lnkd.in/g5CzeTKW In addition to sending you a fresh batch of urgent product manager roles each day like hot bread out of the oven, I will also be sending you some LinkedIn templates on how to convert these LinkedIn postings into interviews.  https://lnkd.in/g5CzeTKW For whatever reason I have been getting a lot of hate comments about posting this many product manager jobs from real product managers. I have no clue how some people can be that angry considering I am trying to help the community out. You can sign up for the postings in my newsletter here.  https://lnkd.in/g5CzeTKW I am hosting 7 live trainings next week with the intention of helping as many people land a product manager job as possible for FREE. My team is still posting up the meetups on Eventbrite, but I will be sending an invitation to the following trainings over the weekend.  https://lnkd.in/g5CzeTKW Real Reason Nobody is Landing Product Manager Jobs in 2024 How to Interview Against Product Managers with More Experience Cold Product Manager LinkedIn Message Templates to Convert Interviews Product Manager Resume Templates for Startups and Big Tech Roles Big Tech Product Manager Case Studies of 2024 Secret Product Manager Job Boards and Referral Network How to Increase Product Manager Job Applications w/ Chat GPT + AI PS Please RESHARE this post for all your colleagues still looking for a job. #productmanagement #productmanagementcareers #productmanagementjobs #speedtolead

The greatest contribution to Army Foreign Military Sales reform would be to eliminate the SAMDs; to include reassigning all supervisory personnel—above NHIV—to organizations outside the FMS program management sphere. Most SAMD NHIVs should have never progressed past GS12; and they are the source, the etiology, of the disease. This will have minimal to no negative impact on program oversight. The greatest problem within SAMD today is incompetent leadership; leadership has neither CONUS FMS functional experience, nor OCONUS program execution expertise. They have only a shallow understanding of security assistance and lifecycle management regulations and policies. They are incapable of guiding and mentoring case and program managers in the complex processes of weapon system transfers. But their greatest fault is leadership ineptitude. Combine this with the SAMD being a dumping ground for non-performers, and you have a perfect storm of an incapable and ineffective workforce. If SAMD leadership is moved to Program Executive Offices or USASAC, it will only move the virus to the new organization, not solve the problem for the FMS partner. FMS program management is not rocket science, there are unlimited regulations and policies that define how to do what needs to be done. But the sprinkling of professionalism has always been the missing magic ingredient. Professionalism, professionalism, professionalism….

The Veteran Advantage 🚛💼 Discipline is the backbone of successful logistics operations, ensuring precision, efficiency, and reliability every step of the way. In the dynamic world of supply chains and transportation, upholding discipline is a game-changer. Veterans, with their extensive training and experience, embody the essence of discipline in logistics management. Here’s why: 1️⃣ Attention to Detail: Veterans are trained to pay attention to minor details, which is crucial in logistics to avoid errors and optimize processes. 2️⃣ Adaptability: In ever-changing logistics environments, veterans excel in adapting to new challenges, scenarios, and technologies seamlessly. 3️⃣ Teamwork and Leadership: Military service instills teamwork and leadership skills, essential for coordinating complex logistics networks and motivating teams. 4️⃣ Resilience under Pressure: Veterans thrive in high-pressure situations, ensuring smooth logistics operations even in demanding circumstances. By harnessing the discipline instilled through military service, veterans bring unparalleled value to the logistics realm, driving efficiency and reliability in supply chains worldwide.

Commanding Excellence: A Tale of Leadership and Influence In 2018 there was a Command inspection planned at our base. Long hours of training, documentation, quality checks, emergency handling sessions, simulations etc are required to ensure that we fared well in the inspection which is a test of our war readiness, competence and skill as a team. We were extremely understaffed, to add to our workload a fighter aircraft detachment was also scheduled. The thought of additional work burden was clearly visible on the faces of my operations clerk and safety crew. But as officers, we are suppose to be motivators for our men. I decided to lead by example. I needed to extract long working hours from my work force so I myself struck out the controller’s weekly offs from the roaster, put the controllers on two watch and packed up only when all my staff was out. I empathized with the fact that my men needed time to meet their family requirements so I offloaded them whenever I could and gave them a patient listening when work seemed to take toll on their morale. I appreciated them for the additional work they did despite being hard-pressed after doing their routine duties. These small steps, did have an impact- the command inspectors rated us exceptional and even the fighter detachment concluded without a single incident. This experience taught me that to elicit quality work from a team, leading by example, empathy, and appreciation are crucial. It ingrains a sense of commitment towards task completion among team members. It's not just about our role but the integrity of our character that inspires commitment and fosters favorable results.

A military leader is not a corporate manager. A corporate manager is not a military leader. Do the two have similar duties? 100% But leading in the military is Different than managing a civilian workforce. Here are a few ways they differ on the top of my mind - what are some that you see? Military - You don't have 2-week notice. The workforce is set for multiple years. Corporate - You can re-staff quickly when there is a vacant role, no need to wait months to backfill. Military - You can re-task and work people outside of their designated work roles. You are now going to work as a security guard, even though you are a sonar technician. Corporate - A person can freely exit the company at any time, for any reason. Military - Heavily structured, workforce is given 8+ weeks of training to become compliant within it. Corporate - You are concerned with profit and loss - it can drive decision making. Leaders are also forced into that role due to advancement; this isn't the same in the civilian sector.

During the decade I spent as a Security Assistance / Foreign Military Sales advisor to a key Middle East ally, I was questioned heavily about why the US Army Aviation Missile Command changed its FMS program management philosophies from what they experienced when HAWK was purchased back in the 1980s. I remember during one overly confrontational meeting, late in the program, when the second AMCOM SAMD Program Manager (we will call him, Mr. B.S.) was “tap dancing” his way through questions and answers, the Brigadier General (BG) sitting next to me leaned over and commented silently that Mr. B.S. must have been made the program manager because all his superiors were dead, or the US Government had a special program for the intellectually disadvantaged. Unfortunately, he made these comments as I was taking a drink of my coffee.  Other than hot fluid almost shooting out my nose, I was able to maintain my composure, although I did choke and sputter a bit. As we gathered at the hotel later that evening to review and discuss inputs to the meeting minutes we would give to the US Government the next day, this same BG leaned back in his chair and said it was exhausting to continue to pretend he was happy with program management. The interactions and pleasantries we observe in these Program Management Reviews are frequently only a polite façade. Professionalism by the FMS partner is hard to maintain when dealing with ineptitude. The FMS partners are not ill-advised or unobservant. They recognize incompetence and apathy when they see it. For the hundreds of millions of dollars they are charged for oversight, they expect at least competence. It is unfortunate FMS senior leaders have no interest in addressing these shortcomings or in eliminating this laissez-faire management philosophy.

Look at my other recent posts before you read this one. WOW what a good read for leaders. What and how do you train your formations(organization)? Do you? Do you teach and train future leaders? Do you teach them to one day take your job? Or do you hold information? Protecting your rice bowl at all costs. Are you going to be there forever? How are they going to remember you when you are gone? You are impacting future generations? Your legacy stays when you open your rice bowl so all can eat. Set them up for success from their first day forward. Even after leaving the military over 6 years ago, things are so ingrained in me(muscle memory) I can’t help but do it that way without second thought. I can see another Veteran just by the way they walk, I can hear them just by the way they talk and the things they say, I can tell a veteran is around by the way things are run or how people are trained. It works, it’s time tested and proven. It works in civilian life also. Something’s I had to leave on the other side of the fence line, in uniform. But building strong cohesive teams, that have personal and professional discipline it’s got its place and organizations need it more than they can even imagine. Especially in this day and time. Make them want to come to work! Not through disciplining them but by teaching them discipline! Two very different things.

https://lnkd.in/eC8RB6iv clip Last Updated April 8, 2024 The Armed Forces have put the principles of continuous process improvement to work in all the branches, and it has especially embraced Six Sigma and Lean methodologies. U.S. military leaders began to use Lean and Six Sigma more than a decade ago to improve the quality and efficiency of national defense while minimizing costs. The shift also has opened up opportunities for active-duty servicemembers and veterans to seek training and certification in Lean Six Sigma. The skills learned during the training can help improve operations in the military and help servicemembers after they transition into the civilian world.

What the Hell is a Sergeant Major? In the military, the titles of Sergeant Major and Command Sergeant Major signify leadership at the highest echelons. These individuals represent the pinnacle of excellence, embodying the values of experience, education, and fitness that are the hallmark of our Armed Forces. In fact, Sergeants Major comprise less than 1% of the Army, a testament to their elite status as the most seasoned and proficient leaders within the military. Translating their expertise to the private sector, a Sergeant Major's role is akin to that of a CEO, COO, or senior executive in a corporate setting. With their extensive background and specialized knowledge, they naturally gravitate towards high-level positions, where they offer invaluable guidance and leadership to their teams. I firmly believe that hiring a Sergeant Major or Command Sergeant Major is a strategic move that can elevate any organization from good to great in record time. These leaders bring with them a wealth of experience, boundless enthusiasm, extensive networks, and an unparalleled work ethic that can propel your organization to new heights of achievement. In essence, a Sergeant Major and Command Sergeant Major epitomize the epitome of professionalism, dedication, and loyalty. Should you have the opportunity to encounter one, I urge you to express your gratitude for their service and then seize the chance to hire them before someone else does. Trust me, you won't find more qualified, experienced, or committed individuals anywhere else.