Gina Stewart on LinkedIn: #meadestrong (2025)

This MM Article is by our #eMMissary & U.S. Army Major, Mike WiehagenHe is passionate about leader development, cookies, bourbon, and Venn Diagrams. You can connect with him on LinkedIn!Read more articles at militarymentors.org or bit.ly/ReadMMArticles🔄 🎓 ⬆️

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This MM Article is by our #eMMissary & U.S. Army Major, Mike WiehagenHe is passionate about leader development, cookies, bourbon, and Venn Diagrams. You can connect with him on LinkedIn!Read more articles at militarymentors.org or bit.ly/ReadMMArticles🔄 🎓 ⬆️

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The US Army knows that positive climates with open communication, high trust, discipline & standards, and a strong sense of cohesion are better prepared to achieve their mission! I bet this is true in industry as well. Learn more www.army.cal

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#LeadersTimeTuesday As leaders, it is imperative that we give our Soldiers a solid foundation to fight, win and survive on future battlefields. Sergeant Major of the Army Michael Weimer, wants our Army to be “brilliant in the basics.” But how do you become brilliant at the basics in today’s operational environment? CSM Doss says the answer is simple: mastery of any task requires P-R-A-C-T-I-C-E. https://lnkd.in/eDX6-Yv7

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This is a foundational read in U.S. Army School of Advanced Military Studies (SAMS) #ASLSP course found in our Joint Warfighting and Strategic Leadership blocks. We also use this collection in support of #AMSP lessons including our Multi-Domain Operations and Futures courses. My TOP take-aways: (1) leaders can and must shape culture; it takes persistence and patience, and (2) be wary of clinging to assumptions; it frequently takes viable options off the table. TOP quote (from a former SAMS director!): "The experience of the Victorian British Army thus prefigured a challenge which today's US military has become unhappily familiar: a volunteer military, especially one committed serially to distant wars against obscure enemies for ill understood purposes, purchases internal cohesion and durability only at the risk of societal disconnection and cultural stasis." (Sinnreich, 183) Marshall Scholars at the US Army School of Advanced Military Studies | Army University Press | The Army University | U.S. Army Combined Arms Center | US Army TRADOC

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Great engagement and discussion today with the Cyber CoE CG, as part of the IA Scholars field study at Fort Eisenhower! Biggest takeaway was shifting my lens to look at how data is traversing the battlefield geometry and understanding that aspect to enable a commander to make better and faster decisions!#scholars #LeadershipDevelopment

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In honor of #VeteransDay, we are proud to highlight a few of our team members who have served their country. Today we're highlighting Associate Branch Manager Tim Kline from our Baltimore, MD maintenance branch. Thank you for your service, Tim! #thankaveteran #VeteransOfRuppert𝗜𝗻 𝘄𝗵𝗶𝗰𝗵 𝗯𝗿𝗮𝗻𝗰𝗵 𝗼𝗳 𝘁𝗵𝗲 𝗺𝗶𝗹𝗶𝘁𝗮𝗿𝘆 𝗱𝗶𝗱 𝘆𝗼𝘂 𝘀𝗲𝗿𝘃𝗲, 𝗮𝗻𝗱 𝘄𝗵𝗮𝘁 𝘄𝗮𝘀 𝘆𝗼𝘂𝗿 𝗿𝗮𝗻𝗸/𝘁𝗶𝘁𝗹𝗲?US Army, SGT, Military Police𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝘆𝗼𝘂𝗿 𝘁𝗶𝗺𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗺𝗶𝗹𝗶𝘁𝗮𝗿𝘆 𝗵𝗮𝘀 𝗮𝗳𝗳𝗲𝗰𝘁𝗲𝗱 𝘆𝗼𝘂? My time in service taught me teamwork, mental preparedness, planning vs execution, and servant leadership.𝗪𝗵𝗮𝘁 𝗱𝗶𝗱 𝘆𝗼𝘂 𝗹𝗲𝗮𝗿𝗻 𝗮𝗯𝗼𝘂𝘁 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳? / 𝗪𝗵𝗮𝘁 𝗶𝘀 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘆𝗼𝘂 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗱𝘂𝗿𝗶𝗻𝗴 𝘀𝗲𝗿𝘃𝗶𝗰𝗲 𝘁𝗵𝗮𝘁 𝗵𝗮𝘀 𝘀𝗲𝗿𝘃𝗲𝗱 𝘆𝗼𝘂 𝘄𝗲𝗹𝗹? Something I learned about myself is you can make mistakes as long as you learn from them, and mental attitude reflects outward action. 𝗪𝗵𝗮𝘁 𝗺𝗶𝗹𝗶𝘁𝗮𝗿𝘆 𝘀𝗸𝗶𝗹𝗹𝘀 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲𝗱 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗰𝗮𝗿𝗲𝗲𝗿 𝗶𝗻 𝘁𝗵𝗲 𝗹𝗮𝗻𝗱𝘀𝗰𝗮𝗽𝗲 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆? Leadership skills that formulate the leadership acronym:-Loyalty -Duty-Respect-Selfless Service-Honor-Integrity-Personal Courage

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As a three-time CoS (2 yrs 2nd Infantry Division - Korea, 2 yrs Eighth Army (Official) and as XO/assistant to US Army TRADOC CoS) this book struck me as an accurate assessment of the role. Though the scope of my experiences could not match the incredible magnitude of WH CoS, the processes, roles and functions were quite familiar.The CoS, in civilian or military context, helps frame decisions, preserves the leader’s time for things that matter, act as honest broker, integrate and lead a staff. The measure of a staff’s functionality, effectiveness and efficiency usually turns to how well the Chief is doing his or her job.My TOP quote: “The people who don’t succeed as White House Chief of Staff are people who like the ‘Chief’ part of the job and not the ‘staff’ part. You’ve got to remember you’re staff even though you’re powerful.” (Jim Baker, CoS to Ronald Reagan)U.S. Army School of Advanced Military Studies (SAMS) | The Army University | U.S. Army Combined Arms Center | Army University Press

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Success is no accident.

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Educators are leaders. Lead in your classrooms.

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