Veterans’ Transitions: Holding Onto “Purpose”

As many of you know, I spent eleven years in the military, five in the Army and six in the Navy.  I’ve lived in Europe, Asia, Central America, and been stationed throughout much of North America.  I’ve heard the crack of bullets flying overhead and smelled the sickly sweet mix of JP-5 and hydraulic fluid.  I’ve spent holidays and anniversaries away from home, missed the birth of my youngest daughter.  And through it all, I never doubted my sense of purpose.  As I slid amongst the mangrove roots lining the Shagris River in Panama to the ten-hour flights off the Russian Far East and along the DMZ of the Korean Peninsula, what I was doing made a difference.

That pride in belonging to something so noble is easily sensed when speaking to a veteran about their experiences in uniform.  Nearly ubiquitous, it’s more than simply the military environment.  Ask them about it, and you’ll likely hear of the shared sacrifice, the bonds developed from facing danger together, and service to a “great good.”  Pretty awesome stuff, I’d say.

So then, what’s the problem?  At some point, most veterans transition from their military roles to civilian ones.  Their technical skills.  The strength of their leadership experiences.  Their work ethic and sense of discipline.  All translate well to strong contributors in nearly any work environment they choose.    But where is the sense of purpose?

Almost inevitably, veterans tend to suffer a letdown when moving from the high-level purpose culture of the military to civilian workplace cultures.  That’s not to say civilian employers don’t have a purpose.  Rather, the sense of purpose is different, and typically not as extreme as that with which veterans have become accustomed.  As a result, many flounder to stay engaged, to remain excited with the daily grind of the “normal” workplace.

I’m often asked what organizations can do to help veterans maintain their sense of purpose.  The answer is two-fold…coaching and connection.

• Coaching – One of the most effective ways organizations can affect veteran transitions is to offer transitional executive coaching to them.  A coach, particularly one with a true understanding of both military and civilian work cultures, can help reestablish expectations and transfer values from one environment to the other.  Coaching need not be a permanent engagement (in fact, no coaching ought to extend in perpetuity), but several months worth of conversations and interactions between transitioning veteran and a coach can pay dividends for the receiving organization.

• Connection – Corporations need to pay closer attention to the formal and informal veterans’ networks that already exist within their workforce.  Just as combat veterans tend to seek out other combat veterans, as the only ones who can truly understand what they’ve been through, even non-combat veterans share an experience with others who have served that should be leveraged within corporations.  Deliberate attempts to connect veterans within your organization create a healthy subset of your larger workforce culture, taps into the veteran’s on-going need for affiliation, and ultimately does more for building a “sense of purpose” that might otherwise be lacking.

Career transitions are always tenuous times for anyone.  For retiring or otherwise transitioning military veterans, these times can be one of “make it or break it.”  Organizations that understand and actively support these highly skilled technicians and seasoned veterans will have grasped a key competitive advantage over those companies who opt instead for a more “natural” transition.  So, which kind of company are you?

“I Refuse to Tiptoe Through Life….”

Never in my wildest dreams would I have imagined finding it “normal” to stick my head out of a moving aircraft, gazing directly below at the treetops and distant specks of automobiles on the highway below.  From 14,000 feet, it’s a surreal experience, even for those of us well accustomed to the world of skydiving.

The purpose of presenting your cranium to the buffeting wind of a plane traveling 80 knots is not merely for the thrill of it.  In fact, the goal is to ensure you can see the drop zone, the eventual landing area two miles below.  It’s that final check before the green light goes on and all but one of the plane’s inhabitants fling themselves into the open air.

For those of us experienced in such things, the whoops and hollers screamed into the whipping wind are of sheer excitement, not terror.  It’s what we’ve trained for.  It’s why we’re there, to experience the essence of controlled freefall over and over again.

It’s confession time….I’m 41.  Single father of two teenage daughters.  Former insurance agent.  Military veteran of both the Army and Navy (some may say a glutton for punishment).  Long-time organizational development consultant.  Aging ice hockey goalie and skydiver.  And my career is in transition….for the fifth time since entering the workforce as a naive college graduate, eager to make the world my oyster, armed with my endlessly useful Political Science degree.  So much has happened since then, so I won’t make you do the math….that’s a career transition every four years.

Several decades ago, such career transience would have prompted the cluck-clucking disapproval (masked in an equal blend of disappointment, pity, and parental concern).  After all, such a professional trajectory was not in the model of the 1950s IBMer or the path of a physician, lawyer, or other respectable “white collar” pursuit.  But amongst Gen-X and Millenials, seemingly dramatic shifts have become the norm.  Yes, there I said it….I’m “normal.”

Sure there’s a certain amount of anxiety and tension whenever one leaps in a new direction.  But, damn, the excitement, the renewed sense of purpose, the possibilities!  It’s quite invigorating, actually!

The hardest part of any transition, I’ve found, is just deciding to make that leap.  I’ve coached and mentored others who simply could not make that leap.  But with planning and the right attitude, the leap becomes merely a big step.  Gravity does the rest!

So, what’s my point…..

Every skydive is different, believe it or not.  And every skydive is planned.  Never once have I strapped on my parachute without first thinking through my upcoming dive.  And never once have I entered the plane without having made repeated checks of my equipment.  Not a single time have I skipped visualizing what I’d do in the case of an equipment malfunction.  And never once have I leapt without first looking (or without at least trusting that individual who was responsible for “spotting” when the door opened).

Similarly, no career transition should happen without planning.  No job left behind without first pondering what the future might hold and what you will do if your “parachute” malfunctions.  And when the door to opportunity opens, no leap should be made without first checking the terrain below you.  But once all of these have been done, when you’re standing in the door to career advancement (whether up the corporate ladder, laterally within your organization or to another similar position elsewhere, or to a completely new field and pursuit), make that leap.  Throw yourself out the door, your body relative to the prevailing winds, establish stability…..and enjoy the ride, my friend!

Over the past six years, I’ve taken many friends to the dropzone for their first (and sometimes only) skydive.  For some, it’s a bucket list item.  For others, it’s about conquering a fear.  For others, well…..there are all sorts of reasons for individual insanity, and far be it for me to judge others’ sensibilities.  I’ve witnessed hundreds of others on their first jumps.  And guess what?  I’ve never run into anyone who regretted making that leap.

So, if you’re faced with a career in transition, whether of your choice or a result of the economy, be willing to make the jump.  Chances are, it’ll be worth it.  Simply follow this recipe before leaping:

• Plan for the leap
• Ensure you have the right equipment and “know-how”
• Scan the terrain for the landing zone…………
• ….then LEAP!!!

I’m often asked, “Why would you jump out of a perfectly good airplane?”  For goodness’ sake, if the door’s open….stop asking questions and simply do it!

“I refuse to tiptoe through life, only to arrive safely at death.” ~ Unknown

Communicating Change: Start with the “What”

Fear.  It’s the number one change emotion, according to most leading change management gurus.  In fact, experts like John Kotter have based a plenitude of books and countless articles on this premise.  And anyone who’s been through major change (personally or professionally) can attest to its truth.  It’s paralyzing.  It evokes nasty reactions in many of us.  And few of us can either predict or fully explain the emotion at the time it hits.

Fear of change is borne out of many causes:

• What will the “new world” look like?
• What does the change mean to me personally?
• Do I have the right skill set to survive the change?
• Do I understand the need for change? Is there an obvious burning platform?
• How much will I have to sacrifice to make this change succeed?

The problem isn’t so much that fear exists.  Rather, the real issue, and the reason change fails in more than 70% of cases, is how fear is handled.  It’s the reaction to fear, not the existence of it that spells either success or failure in times of change.

Leaders are typically responsible for maneuvering their followers through the unknown swampy area of change.  Yet, too often, it is their desire to soft-sell the change and protect the “fragile” emotions of employees where they do more damage than good.  They tap dance around the issues.  They soothe rather than explain.  Then they harden and bristle at the mere approach of resistance.  In the end, relationships are ruined.  Trust is broken.  The status quo sinks any chance of successful change.  And it typically all comes down to communication….not whether or not changes are communicated, but how those messages are crafted and delivered.

Start with the “What”

When you have a tough message to deliver, never start off by “setting the stage” or telling the “why.”  As a leader, first thing out of your mouth should be a short and sweet explanation of what the change will be.  Be explicit.  Don’t pussyfoot around the issue.  Just say it.

One of the most natural tendency of any leader is to be that of protector.  When it comes to communicating change, however, respect your employees enough to give it to them straight.  Nine times out of ten, the announcement isn’t unexpected.  Employees see far more than many leaders would like to believe.  Not only do they expect your message, but a surprising number of individuals already understand the “why.”

Save the “Why”

Only after you’ve announced what the change will be, including the impacts to groups and individuals in the organization, should you move on to explaining the “why.”  In fact, allowing the reasons for the changes to come out of a question and answer period can be one of the most effective communication (and trust building) methods.  Whatever you do, however, do NOT rely on leader talking points to explain major changes.

Talking Points = Corporate Spin

Corporate Spin = Distrust

Distrust = Disengagement

Disengagement = Failed Change Efforts

When communicating change, leaders must be able to talk from the hip.  If you have leaders unable to provide answers without scripts, address this enormous leadership issue before embarking on your change effort.

But that’s a topic for another article altogether……