Today marks the 239th Birthday of the United States Marine Corps. In remembering the day when Captain Samuel Nicholas walked into a Philadelphia bar, looking for the “bravest men” of that city, Marines all over the world will hear the Birthday Message first circulated by Major General John Lejeune in 1921. Lejeune’s name is far more than just the name of another military base; he and his career are legend in the Marine Corps. He rose through the ranks, serving all over the world. When he reached Europe at the United States entry into The Great War, Black Jack Pershing recognized his leadership and gave the “Marines’ Marine” command of the whole of the 2nd Army Division. He became the 13th Commandant of the Corps after the war and to this day is known as the “the greatest of all Leathernecks.”

Yet it almost never happened. Today a discussion of military talent management has come to life, something that happens on a fairly regular cycle in American military history. Almost 125 years ago, the future of a young Midshipman Lejeune was at the whim of a bureaucracy that cared very little for his personal interests or where he and his peers thought his talents might lay.

The System

In 1890 Midshipman John Lejeune, known among his friends by his nickname “Gabe,” and his Naval Academy roommate Ed Beach returned to Annapolis after spending two years at sea. In those days Midshipmen completed the course of instruction at the Academy but then had to serve in the Fleet for two years before they were commissioned. At sea they learned the basics of life and leadership aboard ship and began earning their qualifications and standing the bridge watches that would serve as the foundations of their careers.

The two young men also returned to the banks of the Severn River unsure that they would even receive a commission. There were a finite number of officer billets in the Navy and Marine Corps. Because promotion was seniority based, not every Midshipman could receive a commission unless there were enough officers who retired. If enough officers left the service everyone would move up the seniority lists and spots would open up at the bottom for the new Ensigns and Second Lieutenants.

Lejeune had wanted to be a United States Marine since he entered prep school at LSU. He finished at Annapolis in the top of his class and assumed that his standing would give him the ability to select the service of his choice. Returning to Annapolis Lejeune discovered that he had made the cut to receive a commission. But he also learned that the Academic Board, which was responsible for making service assignment recommendations, had assigned him to become an engineer in the Navy. His grades in the engineering courses were the best in his class.

Begging the Bureau

Lejeune decided to go to Washington to make his case to the Bureau of Navigation. His roommate Ed Beach agreed to go along with him to provide moral support and later related the story in his memoir. They were able to get a meeting scheduled with Commodore F.M. Ramsey, who led the Bureau and knew of the two young men because his previous position was Superintendent at the Academy.

The two Midshipmen arrived in Washington and Lejeune overcame an attack of nerves and went to the meeting with Beach at his side. He explained to the head of the Bureau that he had always wanted to be a Marine, and that because of how hard he worked and his class standing his preferences should count for something. Ramsey was the final decision maker and would approve the recommendations of the Academic Board. He was the only man who could change Lejeune’s fate. He refused. The Navy needed good engineers and he agreed with the Academy’s recommendation. The only way he would even consider changing his mind was if the Commandant of the Marine Corps requested Lejeune by name.

There was a glimmer of hope, but Lejeune didn’t put much stock in it. He led Beach toward the Commandant’s office in order to try to see him. They actually found Commandant McCawley (improperly called Remy by Beach in his recounting of the story) at a quiet moment in the office and were able to see him. However, he refused Lejeune’s entreaty to make a “by name request” for him to commission as a Second Lieutenant. The Commandant told him that the Corps would take whomever they were assigned and make no special deals.

A Desperate Ploy

Gabe had one last idea. He dragged Beach back toward Ramsey’s office at the Bureau. They were able to maneuver themselves into another audience, but Ramsey again refused to change his mind. Likely frustrated, he repeated that if the Commandant personally asked for Lejeune, then he could become a Marine. In the last moment of the brief meeting Lejeune asked his former Superintendent why? Why wouldn’t he allow him to become a Marine?

“Because, Mr. Lejeune, I am well aware of your splendid and promising mentality. Frankly, you have altogether too much brains to be lost in the Marine Corps!”

With that, Lejeune rushed out the office and headed back for the Commandant’s spaces at a run. Beach struggled to keep up, wondering what the hell was going on. But Lejeune had a new confidence about him. The two Midshipmen burst back into the Commandant’s office and interrupted a meeting with a group of officers on the headquarters staff. Before they could be reprimanded and removed from the room Lejeune shouted out:

“Commodore Ramsey says that the reason he will not recommend me to be a second lieutenant is that I have altogether too much brains for the Marine Corps!”

Ed Beach wrote “Lejeune won, then and there. The Marine Corps went into action,” and the request for Gabe to become a Marine was cut and sent to the Bureau of Navigation. The history books show there was still more maneuvering to be done, including meetings with Senator Russell Gibson and the intervention of the Secretary of the Navy. John Lejeune was commissioned as a Second Lieutenant instead of an Ensign. The rest, as they say, is history.

Another Year, Facing the Future

For more than two centuries the Marine Corps, and the rest of our armed forces, have been facing the challenges of talent management and administrative efficiency right alongside the combat stories that we read about in most of our history books. The so-called “needs of the service,” bureaucratic infighting, and service rivalry have a long tradition in how our military service members are selected, promoted, and mentored. But the story of Gabe Lejeune’s quest to become a United States Marine reminds us that sometimes the service is wrong, and sometimes we have to figure out our own “innovative” ways to work the system.

So Happy Birthday Marines. And to all the men and women in uniform who want to follow in Gabe Lejeune’s footsteps, by working both inside and outside the lifelines, to take their career into their own hands: Hoorah. Keep up the good fight.


Please join us at 5pm EST on 9 Nov 14 for for Midrats Episode 253: “The Fleet we Have, Want, and Need – with Jerry Hendrix”

What is the proper fleet structure for the USN as we design our Navy that will serve its nation in mid-Century?

Join us for a broad ranging discussion on this topic and more with returning guest, Henry J. Hendrix, Jr, CAPT USN (Ret.), PhD.

Fresh off his recent retirement from active duty, Jerry is a Senior Fellow and the Director of the Defense Strategies and Assessments Program at the Center for a New American Security (CNAS).

A Naval Flight Officer by training, his staff assignments include tours with the Chief of Naval Operation’s Executive Panel (N00K), the Office of the Undersecretary of Defense for Policy (Force Development) and the OSD Office of Net Assessment.

His final position in uniform was the Director of Naval History.

Hendrix also served as the Navy Fellow to the Weatherhead Center for International Affairs at Harvard University. He has a Bachelor Degree in Political Science from Purdue University, Masters Degrees from the Naval Postgraduate School (National Security Affairs) and Harvard University (History) and received his doctorate from King’s College, London (War Studies).

He has twice been named the Samuel Eliot Morison Scholar by the Navy Historical Center in Washington, DC, and was also the Center’s 2005 Rear Admiral John D. Hays Fellow. He also held the Marine Corps’ General Lemuel C. Shepherd, Jr. Fellowship. He authored the book Theodore Roosevelt’s Naval Diplomacy and received a number of awards, including the United States Naval Institute’s Author of the Year and the Navy League’s Alfred T. Mahan Award for Literary Achievement.

Listen in here (or use that link to pick the show up later) or visit us on iTunes.


This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next few days.

Contestant: Graham Plaster, The Intelligence Community LLC

Problems

Individuals
o Rising unemployment among veterans
o Long wait times for government positions
o Salary cuts
o Shifting regional focus from Middle East to small wars, Africa, Asia, Russia, etc.
o An educational pipeline mismatched to the government job market
o Need for a wider on ramp and off ramp between public and private career options

Business
o Contracts are being steered to small businesses who lack the depth of expertise and the infrastructure to meet government requirements
o Companies are trying to scale up to meet government demands while slimming down on brick and mortar costs (through 1099 independent contractor hires)

Government
o Failing to meet quotas for hiring small businesses
o Eager to harness a fee-for-service model to manage costs and eliminate overhead
o Need cross pollination of public and private work experience for the future of publicprivate partnerships to keep pace with innovation

Solutions

o The tool will be similar to other freelance marketplaces currently available such as oDesk- Elance, Guru, Freelancer, Fiverr, and others. However, this marketplace will be tailored to the US national security sector which has many special legal and professional requirements.

o The marketplace will help both small and large businesses scale to manage indirect labor costs, meet contractual government requirements, and also, broadly, give the government the ability to tap a global market of talent for emergent needs. The government is always looking for a “bench” of talent without having to carry the huge overhead of unused experts.

o This also gives unemployed veterans including wounded warriors a way to serve as consultant from home, as part time support for important work.

Why Us

The Intelligence Community LLC (“TIC”) is a US veteran owned business that moderates a worldwide network of over 47,000 national security professionals growing at over 1200 new members every month. TIC is also a member of the Defense Intelligence Agency’s Innovation Gateway and will be collaborating with companies to discover ways to assist DIA with crowdsourced analysis. There has already been strong interest from government agencies on leveraging this emerging community of expertise.


This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next few days.

Contestant: Ben Bines, HBS Student, Former F/A-18 pilot

Thesis: Creating a catalyst for military members that drives them to engage in proper wealth management strategies early in their careers will result in increased career satisfaction and hence higher retention and recruiting rates.

Our military has a problem; members are not comfortable creating and executing personalized investment plans that can help them create long term wealth.

Often our members rely on too little information to make potentially life-altering decisions. If the government can find a way to unlock this wasted potential, the results could be significant for its members. The question we need to ask ourselves is why isn’t this happening without intervention?

We submit that the answer can be traced to three facts:

  1. The financial services industry is incentivized to be confusing, resulting in less sophisticated users not investing, over/underinvesting and/or investing without a holistic plan.
  2. The financial industry’s professional advice fee structures (typically 1% of assets being managed) are too costly for most peoples’ financial needs and are set up to cut out lower net worth families, thereby exacerbating point 1.
  3. The government has only attempted to engage this issue from the retirement account (TSP) perspective, not the holistic strategy perspective.

The idea that a person can create value through very long term investing in a broad market based portfolio that reflect an individual’s personal situation and risk tolerance is well known, however, this fact does not seem to equate to this strategy being well implemented. Why?

We believe the disconnect results from two factors.

  1. People tend to give up because of the perceived execution complexities.
  2. People take a segmented view on their portfolios and accept the simplicity of cookie cutter investment strategies (target date retirement funds) that result in under or over exposed positions. The misunderstood exposure results from these strategies’ attempts to control costs by relying on bucketing dissimilar individuals based solely on retirement time horizon.

The fact is the investment world is simply too complex for the average person to feel confident that the decisions they are making are based on a complete understanding of the financial tools they are employing. The financial costs of misallocating short, medium and long term funds based on miscalculated or misunderstood short, medium, and long term cash flow requirements results in forced selling and emotional investing, which destroy enormous amounts of wealth accumulation potential.

So how can we help create the cost effective catalyst that gets people over the execution hump and provides individualized portfolio strategies without asking our members to become trained financial professionals?

We believe the answer lies in merging education and execution services via virtual meeting technology with trusted, proven financial institutional partnerships. We will create a process which will allow us to walk individuals through the setup and initial execution stages of their investment plan using a fiduciary relationship standard that gets them going down the correct wealth management path. We’ll couple that with robust financial planning software that allows them to easily track goals, sets reminder, and provides easily understood instructions when it’s time to make adjustments. By getting our people confidently through the uncomfortable stages where many give up, we’ll add enormous potential value to our members’ and the military.


This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next 8 days.

Contestant: James la Porta, Assistant Editor, Blue Force Tracker

The problem: “America doesn’t know its military and the United States military doesn’t know America”
-Adm. Mike Mullen, former Chairman of the Joint Chiefs of Staff

The American people have a fundamental misunderstanding of the military, and an unrealistic perception of the threats facing our nation because the voices of veterans, and others with real-world “boots on the ground” experience are underrepresented in the media. The mission of Blue Force Tracker is to fix that.

The solution: In the military there is a tool called “blue force tracking,” which depicts with icons on a satellite image of the battlespace where every U.S. military unit is positioned. We want to give the American people something similar. Our intent is to help close the growing civilian-military divide by giving our audience an unbiased, unfiltered and realistic account of what the military does and the world in which it operates.

The mission of Blue Force Tracker is to report on and analyze issues related to U.S. national security, foreign affairs and veterans issues from a team of journalists with backgrounds in the military, intelligence services or diplomatic corps, as well as those who have unique first-hand knowledge of foreign regions where U.S. national interests are at stake. We aim to reach our audience with an innovative smartphone app and website, which matches the news consumption patterns of our target demographic—veterans of the wars in Iraq and Afghanistan and active duty military personnel.

Most of this target demographic is part of the millennial generation, who prefer accessing their news through mobile devices and web-based platforms. Media consumption is moving increasingly toward mobile platforms, and we want to capitalize on this trend. But we also aim to counter the parallel trend of decayed journalism standards.

Just because readers access their news on mobile devices doesn’t mean that there isn’t still a need, and an audience, for quality journalism. So, while we have put a lot of work into designing an innovative, userfriendly portal through which our audience can access our product, we also realize that quality content is the No. 1 way to grow an invested and loyal audience. To do that we leverage the unique, real-world experiences of our writers to educate Americans about the threats facing our country and provide a realistic account of the challenges facing the military—both abroad and in the transition back to civilian life.

Additionally, as our armed forces transition out of more than a decade of sustained combat operations, we need to hear from veterans and their families about their needs. The transition to civilian life is often a difficult one, and we need to hear that story from the people who are living it. Finally, Blue Force Tracker is a push back against the decline in the standards of worldwide journalism. We believe in well-written, profound, original content that educates the reader and has a societal benefit. We believe that quality journalism is just as important to the survival of a democracy as the armies guarding its borders.

But all these lofty goals cannot be accomplished unless we place our stories, and the unique opinions and analysis of our writers into the palms of the people who matter. So our overall challenge is developing content that breaks the mold while constantly evolving and experimenting with ways to deliver that content in a way that best matches the lifestyles and habits of our audience.


This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next 8 days.

Contestant: Josh Steinman, US Naval Officer

Software is increasingly becoming the defining mechanism by which the Army, Navy, Air Force and Marine Corps achieve tactical, operational, and strategic decision dominance. Previously the Department of Defense had achieved this ability through industry.

As software takes on increasingly prominent roles in the Department of Defense, we will need to establish closer relations with the industry that builds it, much like the Department of Defense built long-standing ties to the industrial base during the pre-War, inter-War, and post-War periods of the early 20th century. These close links will ensure that the DOD retains the ability to rapidly integrate cutting edge digital technologies into our operations, as well as influence their development at all stages.

One high-impact, low cost way to advance this goal is to establish a small joint detachment of hand-picked DOD personnel to operate primarily in Silicon Valley that would act as an intellectual “long-range reconnaissance squad”.

This entity would consist of approximately 10 personnel nominated by a small group of senior officers and civilians (plus 1 support and 1 General or Flag Officer), stationed in the greater San Francisco Bay Area.

Their mission would be to help integrate the defense and software industries by achieving the following tasks:

a. Ensure continuity of action before, during, and after senior officer and civilian visits with entities in the non-Defense technology sector. Achieve this by acting as travel agent for senior officials before they depart (coordinating visits with local technology companies), local guide upon arrival, note-taker and action officer while engaged on the ground, and execution agent upon the senior’s departure.

b. Identify early-stage ventures with potential DOD applicability and connect them with appropriate resources to utilize their technology for DOD purposes. Interface with DOD and service-centric early-stage and midstage venture capital firms, and liaison with entities such as DARPA, IARPA, US Army REF, CNO’s Rapid Innovation Cell, and OSD RTTO.

c. Educate students, entrepreneurs, academics, and venture capitalists on DOD challenges and process with an eye towards changing attitudes towards the DOD. This would include conducting “presence missions” at regular events like SXSW, TECHCRUNCH DISRUPT, and even Burning Man.

My proposed first step is to send an exploratory detachment of 3-5 officers out to Silicon Valley for a one-month site survey mission that would result in a full proposal white-paper, to be submitted to the Joint Chiefs of Staff within 90 days of their return. Costs for such a survey are on the order of $6,000 per person, for one month.


The USS Ingraham (FFG-61) just completed her final successful sea and anchor detail as she transited in from the Pacific Ocean, through the Strait of Juan de Fuca, returning to her homeport in Everett, Washington. After being greeted with homecoming fanfare, she will prepare for a much less exciting event, her decommissioning ceremony. On November 12th, the flag will be lowered for the last time and in January she will be struck from the battleforce inventory.

The Ingraham is one of the very last Oliver Hazard Perry class frigates remaining in the fleet. These ships were known for their steadfast performance, executing critical missions around the globe. Much like Ingraham’s last deployment to the waters of Central America, these ships have been stalwarts in the U.S. anti-drug efforts. Many are now lamenting the loss of this versatile class of ship, declaring that missions will go unfulfilled once the class has completely decommissioned next year. Demands are growing louder for a ‘next generation surface combatant’ to replace the frigates, bringing more firepower, survivability and offensive capability than the current littoral combat ships have to offer.

Yet we must be careful not to be too nostalgic when reviewing the capabilities of the frigates and demanding a better armed new surface combatant to fill their void. Certainly, the Navy needs a next generation surface combatant to fill the gaps that the workhorse guided missile destroyers cannot cover alone – there is simply no debating that our destroyer fleet is over-stretched. But, when it comes to covering the missions being carried out by frigates, we have ships that can perform at the same or higher levels – we just need to work on incorporating them.

Though it’s been a while, I distinctly recall hours spent memorizing ‘Ships and Aircraft’ as part of the standard Naval Academy plebe professional knowledge requirements. Frigates were easy…there wasn’t a lot to memorize in terms of armament. Especially since the removal of the Mk13 ‘one-armed bandit’ missile launcher. The nickname we learned was ‘missile sponge,’ due to the lack of significant offensive and defensive weaponry. Even the Mk75 Oto Melara gun onboard could only be fired when the ship presented a stern aspect to the target due to firing cut-outs. The CRU/DES advocates would joke that frigates could only fire the sole remaining offensive weapon, a mere 3-inch gun, while running away. Aviators quipped that the only real weapon onboard was the embarked LAMPS helicopter.

But it didn’t matter. Though I opted for the CRU/DES world, plenty of classmates went to frigates, where they became exceptional ship-handlers and learned how to conduct critical maritime security missions by thwarting drug-runners off our coasts and in the waters to the south, learning from the Coast Guard Law Enforcement Detachments (LEDETs) that often embarked. They pulled into ports around the globe with shallow draft requirements, to the envy of those of us on cruisers at the time. They operated with the nascent coastal navies of partners around the world and didn’t tower over their counter-parts in terms of size or weaponry, making for more successful engagements.

These roles can all be filled exceptionally well by our newest generation of ships – the littoral combat ships, and even innovative platforms like Austal’s Joint High Speed Vessel. While the LCS is not a perfect ship – far from it, but that’s been covered rather extensively in the press – it can easily fill the niche role recently occupied by frigates. The speed, versatility and shallow draft of LCS make it well suited to coastal patrol missions and working with partnership navies. The Joint High Speed Vessel is an even more innovative platform, and the USNS Spearhead (JHSV-1) has demonstrated its worth on its maiden deployment this year. The MSC-run ship has operated in three different Fleet AORs, conducting missions with numerous partner nations and US Navy assets, proving its exceptional capabilities.

Maritime security missions will continue to be a critical aspect of the Navy’s mission – just as they have for the past 239 years. Worth noting, however, is that most maritime security missions do not require high-end Aegis ships like the destroyers commonly filling the tasks today. It may be reassuring to have destroyers tasked to anti-piracy missions off the Horn of Africa (or, in the case of the Maersk Alabama incident, an entire Amphibious Readiness Group), but it isn’t necessary. Instead, platforms like the LCS and JHSV are well-suited to conduct low end missions like countering piracy, illicit trafficking and weapons proliferation and can do so at a much lower cost than sending a Strike Group or a couple of destroyers. The security situation we will face demands a robust, well-trained maritime security force. Our CRU/DES platforms should be reserved for missions requiring their exceptional weapons and radar systems. With the projected build of thirty-two LCS and ten JHSV, these ships are well-poised to perform vital maritime security roles that the frigates will no longer be around to fulfill. There is no dispute that maritime security is – and will continue to be – a core mission, but we already have the right ships to ensure success while being cost-efficient.

We must be careful not to embellish the past and demand that the frigates’ replacements have significant offensive and defensive capabilities. We need to be realistic when examining the missions needing to be fulfilled and let the void left by the frigates be filled by the newer, more innovative ships that are well-suited to the missions. The next generation surface combatant can be better utilized elsewhere.


Please join us at 5pm Sunday 2 Nov 14 (don’t forget to turn your clock back as we go off daylight saving time) for Midrats Episode 252: “Officers walking the line and knowing their place”:

Where do senior uniformed leaders draw the line between acknowledging the primacy of civilian leadership to make policy, and maintaining enough distance from the politics to retain their independence of the politics and the politicians?

Is there a point where someone can pass from being a “good soldier” to simply becoming a useful tool of ambitious politicians.

Our guest this Sunday to discuss this and more will be J.D. Gordon, CDR USN (Ret.) We will be using his latest article, “Obama’s top military advisers: ‘Useful idiots’ or good military officers?” as a starting off point before broadening the discussion.

J. D. Gordon was a career Navy public affairs officer with 20 years of active duty service, and is the former Defense Department spokesman for the Western Hemisphere in the Office of the Secretary of Defense, serving under both Secretary Donald Rumsfeld and Secretary Robert Gates from 2005 to 2009.

Gordon also served as the Vice President, Communications and Chief Foreign Policy and National Security Adviser to former Republican Presidential Candidate Herman Cain’s 2012 campaign. During the 2010 Congressional campaign cycle, Gordon arranged speaking events for former Alaska Gov. Sarah Palin.

Recently, Gordon has also been a Senior Fellow and Communications Adviser to numerous think tanks and foundations, including Atlas Economic Research Foundation, Center for a Secure Free Society, Americas Forum, Atlantic Bridge, Center for Security Policy, Let Freedom Ring and the Liberty and; Freedom Foundation.

Gordon, a columnist to Fox News and The Washington Times since 2010, has regularly appeared as a national security and foreign policy commentator in television and radio outlets in English and Spanish languages.

Please join us live or pick the show up for later listening by clicking here. Or pick the show up later from our iTunes link here.

Remember, that’s 5pm Sunday EST, after you’ve adjusted your clocks.


brain1We like to benchmark successful civilian enterprises, and we like to emphasize that the best training is a technical training. Are those things in conflict?

The STEM bias towards officer education is long documented, defended, and argued – but on balance the pro-STEM argument holds the high ground in our Navy. Good people can argue both sides, but it is clear that the Mahanian ideal of the intellectual training of an officer has been out of favor for a very long time.

Is this technical bias simply a habit born or archaic assumptions towards intellectual development as out of touch with the needs of the 21st Century as Mad Men is toward gender roles in the workplace? Are the greatest challenges in our wardrooms, staffs, and intellectual debates 85% technical in nature? Are the challenges our nation and our military are facing that threaten our national security best addressed by people who made it through thermodynamics and mumble DiffyQ in their sleep?

Why would some of the most successful technical civilian organizations value a liberal arts education? Those with an extreme pro-STEM bias (CNO, I’m blogg’n to you) should take some times to digest what Elizabeth Segran over at FastCompany recently wrote on the topic,

So how exactly do the humanities translate into positive results for tech companies? Steve Yi, CEO of web advertising platform MediaAlpha, says that the liberal arts train students to thrive in subjectivity and ambiguity, a necessary skill in the tech world where few things are black and white. “In the dynamic environment of the technology sector, there is not typically one right answer when you make decisions,” he says. “There are just different shades of how correct you might be,” he says.

Yi says his interdisciplinary degree in East Asian Studies at Harvard taught him to see every issue from multiple perspectives: in college, he studied Asian literature in one class, then Asian politics or economics in the next. “It’s awfully similar to viewing our organization and our marketplace from different points of view, quickly shifting gears from sales to technology to marketing,” he says. “I need to synthesize these perspectives to decide where we need to go as a company.”

Danielle Sheer, a vice president at Carbonite, a cloud backup service, feels similarly. She studied existential philosophy at George Washington University, which sets her apart from her technically trained colleagues. She tells me that her academic background gives her an edge at a company where employees are trained to assume there is always a correct solution. “I don’t believe there is one answer for anything,” she tells me. “That makes me a very unusual member of the team. I always consider a plethora of different options and outcomes in every situation.”

Look again at what the critical thinking skills a well rounded education gave Yi and Sheer, and ask yourself – are these skills we value and need?

If so, why do we actively discourage them?


Yes, we are time shifting for this coming episode of Midrats to 6:30pm on Sunday, 26 October for a 90 minute adventure in national security and spin-off topics as we offer up Episode 251: DEF2014 wrapup and the budding question of veteran entitlement:

A special time and format this week with two different topics and guests.

Moving for just this week to a 6:30pm Eastern start time, our guest for the first 30-minutes will be Lieutenant Ben Kohlmann, USN – Founder of Disruptive Thinkers, F/A-18 pilot, member of the CNO’s Rapid Innovation Cell, and Co-Founder Defense Entrepreneurs Forum. He will be on to give us an overview of DEF2014 that ends this weekend.

For the following hour our, guest will be Major Carl “Skin” Forsling, USMC. He will be on to discuss some of the broader issues he raises in his article earlier this month, Unpacking The Veteran Entitlement Spectrum, and perhaps some more as well.

Skin is a Marine MV-22B pilot and former CH-46E pilot. He has deployed with and been an instructor in both platforms. He has also served as a military advisor to an Afghan Border Police battalion. He is currently Executive Officer at Marine Medium Tiltrotor Training Squadron 204, training Osprey pilots and aircrew for the Marine Corps and Air Force. He earned his batchelor’s degree from the Wharton School of the University of Pennsylvania and his master’s from Boston University. His writing has appeared in the Marine Corps Gazette, USNI Proceedings, Small Wars Journal, and Approach, among others (available at carlforsling.tumblr.com). Follow him on Twitter @carlforsling.

Join us live at 6:30pm or pick the show up later by clicking here. You can also pick the show up later from iTunes here.


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