OPREP-00 (2022 GuideMap™ Series)
Foundations for Success (as an Armed Forces Family)
From the desk of (best viewed on a laptop/desktop):
Jarrod H. Smith | Washington, D.C
January 17, 2022 | Martin Luther King, Jr. Day
Greetings, Friend!
Like many reading this, a nautical journey with the U.S. Armed Services has taken me far and wide. Might not have been nautical for the Air Force and Army types out there, but perhaps it was. Doesn’t matter. It’s been a hell-of-a-voyage, ride, and/or flight, as you so choose.
Some reading this are only a few months into a long journey, and unable to see over the horizon yet. Others are in the thick of their military excursion, and also on a mission they don’t yet recognize, and can’t even see. The fog of work is thick, the mountains treacherous, and the seas unforgiving. Before we go on, though, be sure to see the overview of this series, here.
Back already? Great!
There’s a group of leaders who want to help. But the forum hasn’t existed to provide highly adaptive, informal networks...a place to find people we can trust with secrets, doubts, and vulnerabilities, and do so anonymously as applicable.
What’s this all about?
It dawned on me almost three years ago that my ship will return to port, and that my cruise in uniform WILL end. But for now, let’s settle back into the Virtual Wardroom (Voardroom), dim the sconce lighting, grab a drink, and talk.
Ya see, before getting selected to the US NAVY field grade (mid-grade) ranks, I really didn’t think I had a shot against the in-zone competition, because of a “stumble” I had the year prior, in 2017, and my extreme juniority within the stack of records up for promotion consideration.
And then selection on the first look happened in August 2018, below-the-zone for all practical purposes. I’d been pulled into the zone to make the numbers work out at the Office of Personnel Management (USN).
Regardless, my selection to Commander (Lietuenant Colonel equivalent) for promotion in 2019 sure was sweet, and offered a reveille call.
But close friends of mine, and very good officers from what I gather personally and directly from others who’ve worked with them, did not get selected a year later. It was beyond me as to why. Then I asked what their situations were.
And then I knew exactly why their records would be assessed above-zone.
They didn’t learn or understand “the system” early on. Not well enough, anyways. And in the years leading up to that statutory board, I assumed they had. It’s as simple as that. And assumptions kill. They weren’t “in the circle,” either, and I let them down. Neither was, nor am, I, in THE circle. But I learned the system by combining astute observation with a little...
...no...a LOT...of luck.
So sitting here at home again in remote work posture during the 2022 Omnicron varient and continually developing economic disaster, I continue believing, “There is a better way to make ‘this’ more fair.”
“This” being officer preparation for the environment and bureaucracy they’re competing in, from the very beginning when taking the first oath, and then continuously during the career, whether it’s an honorable 4 years, or a grueling, and somehow satisfying, 35+ YOS.
Additionally, we’ll lay out far more important topics about “transition preps” for the Armed Forces Family from the earliest days in service, which I refer to as readiness, just like for the weapons systems we employ.
So we're building a great online community and port of call named the Commissioned Officer’s Guide Virtual Wardrooms, Voardrooms, in Patreon, an online app where winners are congregating to achieve complete and total Armed Forces Family Readiness for life in service, and in intentional informed preparation for far beyond.
The first discussion topic follows now, in the section labeled Lima Charlie (Loud & Clear) based on very junior military officer (JMO) input I received from those I was mentoring in 2020. Both gave a similar request, so it’s legit:
Lima Charlie
JMO Question: What is the relationship and type of interaction we should expect with our command CO, XO, and higher-ranking officers at our first assignment?
This question originated from two different ROTC graduates. Now that’s a hell-of-a-question, isn’t it? So I’m going to lay my answer out, and mine alone, for the community to respond to, and for these young officers to have some idea of what it is they should expect.
Being an Officer Candidate School 90-day wonder (don't hate Academy and ROTC team), with no previous family career military service , I had little idea of what that relationship should be like.
I’m guessing Academy Grads have the best idea, and ROTC grads better than OCS grads (without prior enlisted experience) and on down the ladder, as many perceive it.
So, here is a straight-up answer from a senior officer who wishes he’d heard this when walking in your loafers, Ensign:
The primary duty for whatever combat unit we’re assigned to is for the CO, XO, and Department Heads to have the unit completely ready to execute whatever mission it’s assigned, regardless of the unit’s or weapons system readiness phase.
With that clear, the relationship with officers in your chain-of-command is all military business (being able and capable of breaking things and killing people, when directed), in order to have a division/department/ whatever completely and fully ready to execute the orders given to meet the “little-m” mission objectives.
In my experience, there’s not much else to discuss in the command environment, for the challenges of YOUR Armed Forces Family and YOUR personal health, status of self, and wealth topics are of little interest to the chain-of-command.
They’ve got their own troubles in life, and there simply exists little capacity for senior officers in these very challenging assignments to worry with, or be bothered by, your personal business.
If your personal business does weave itself into the military business, there’s a good chance of that reflecting negatively in your FITREPs or Evaluations, and yes that is unfortunate. But that’s the way it’s perceived, and perception is reality.
And then the “Fog of Work” crowds out important topics that we should become familiar with and remain current on throughout our careers...from the earliest days in that first operational assignment up until and through the very end; whether that’s an unexpected departure from Active Duty 5 to 8 years in, or a carefully planned and masterfully orchestrated pension collection beginning at the conclusion of a successful 20+ year military career.
End LOC Answer. ROC, next…
ROC (Reconnaissance Operations Center)
So, that’s the purpose of Your Voardrooms - to link field/mid-grade officers with junior-to-mid-grade officers not in the immediate chain of command and who have capacity, and knowledge, of the land-and-sea mines that exist along our journey through the systems comprising Armed Forces Family and service life.
This program, the Liberty Accelerator Program, highlights these systems for all and puts a spotlight on the dangers. Then it equips the Armed Forces Family to make intentional, informed decisions throughout their government service journey.
Your Voardrooms are THE grog tub from which all naval officers can drink, and eventually the base from which all motivated, aspiring, and daring U.S. Armed Services Commissioned Officers congregate to share system insights, in a no-threat communication web full of expertise...and trust.
Oscar Mike (On the Move)
The strength lies in our ability to work jointly in a very competitive, and misunderstood aspect of military service...the Transition Mission®...that leads into Your Liberty Battle.
We owe it to one another to build our squadrons, battle groups, and brigades early before the inevitable transition mission...we’re all on it from the day we swear the oath. We're duty bound to be fully mission capable when it begins. But, the battle cannot collectively be “our battle.”
Each individual must own her battle, and must see it through to slay the Transition Monster that’s waiting over the horizon, and atop the mountain. Own the planning early...and work your plans continuously.
“No plan survives contact with the enemy,” said Dwight D. Eisenhower.
That is so very true concerning the Transition into a Life of Liberty...and Freedom that we’re all defending at great personal and professional sacrifice. But Sergeant Murphy, of Murphy’s Law, will join ya on your mission, too. Don’t let that derail you and your family from living life fully alive beyond military service. Be Ready.
Providing an opportunity for JMO’s to engage with senior o’gangers completely outside of their chain-of-command will spread the knowledge, and break down the barriers holding our officer’s back from achieving ultimate Liberty, and Freedom beyond the uniform...and the rank that anchors many down outside of the “kill people and break things” “little-m” missions in those staff and operational assignments, and far beyond for many military veteran’s.
Using a telescope, not binoculars, and looking upward, my dream is for similar platforms to reach all military officers, and then all military enlisted members so-as-to ensure we all are fully aware, fully informed, and fully engaged in our own business - professionally and, much more importantly, personally.
This way we may better advise and guide our people, peers, and senior leaders in their personal business as it relates to service in the Armed Forces, service to this great nation, and most importantly, service to our families, and ultimately service to ourselves.
We’re obligated to these causes. Liberty demands it.
There is no greater obligation you owe to yourself than being your very best.
I expect it. And I expect you to hold me accountable. It takes a village, my first XO said. And it sure does. Engage here, and let’s win together. Always bear in mind advice given to Generals George Marshall and Dwight D. Eisenhower, who were taught three maxims of war:
Never fight unless we must, never fight alone, and never fight for long.
It applies to the Transition Mission and Liberty Battle. And we all eventually fight it, so plan on it and intentionally plan for it…with a team. And fight it quickly, and decisively. But fight it, we must.
What does “it” take?
So, you’re asking, “What’s ‘it’?” That’s a good, no great, question! What is it? No time like the present to begin at the start. But fear not! I won’t bore readers with the vague and trivial. And we’ll keep the scuttlebutt to a minimum, to boot! And don’t worry...there’s no Alpha Charlie’s or Charlie Foxtrots here.
What do you want? That’s what “it” is. In the context of what I’m building here, “it” is your success in life. In HEALTH. In SELF. In WEALTH. Not just success as an officer in the U.S. Armed Forces, but in your life; a life unique to you. The life you’re meant to live for those you’re meant to serve at work and at home during your dash through this world.
Okay...so we know we’re looking for something and we think we know what that is. That’s all fine and dandy, and I’ve made it to the rank of commander so it was easy for me and that’s not the case for you.
Hold on there, hard charger. Let’s slow down and assess the geography.
What’s the answer?
You define your “it.” You can have it all. But I point to the above question: What is YOUR “it?” And what is “it all?”
The answer is crucially important before casting away lines and getting underway, or lacing the boots and carrying the pack into the battle ahead.
Your “it” is found only through your journey. But each of us must intentionally look for it. And it’s hard to see. It took me nearly two years to find “it.” But I did. You can, too. And it would have been impossible without a power team of guides, mentors, and sages around me. Some free, others paid. Choose yours wisely.
But whatever it is, it’ll require intentional, informed planning as soon as you know about that mission, whatever it is. And, well, you’re on your biggest Mission, Transition, right now…guaranteed.
I’ve spent my precious time crafting an exercise to help you, yes you, before Liberty Accelerator OPREP-01 is sent down-range before President's Day weekend in February.
This exercise is going to clear your mind and highlight what’s holding you back from having it all.
Here’s what I ask participants to do now as we get ready to search for, and find, an answer.
Before the next federal holiday weekend, spend time and begin compiling a list of all the things you’re struggling with. As a human, a woman, a man, a person. Then as a husband, wife, mother, son, daughter, sibling and friend, as applicable.
And also do so as a military officer, mentor, leader, and follower.
Lastly, do it for your professional area of expertise as a Naval Officer (aviator warrior, submariner, staff corps weenie, SEAL, etc…), Army Officer (cavalry, tanker, maintenance, doc), USAF Officer (aviator only?), USMC (rifle[wo]man), USSF Guardain (seriously?), and you, too, USCG (Coastie) officer.
So we’ll meet again soon on President’s Day weekend for this OPREP Series, if you decide to invest in yourself at the low cost of $7/month.
***IMPORTANT***Be sure to see the next newsletter (open to the public, so share far and wide) at the end of January, where I’ll be diving into our 2.7% base pay raise and comparing it to the widely reported 7% CPI calculation from January 12th, and expose some LIEs you’re being fed.
It’s going to be my best product to date, and will dovetail straight into the (work in progress, so be kind, please) Podcast episode that week, too. The name of that audio content is the Liberty Accelerator JET Show.
Print the activity section below.
Complete the exercise.
Win.
I’ve listed a fractional few of my flaws, fears, and failures below as I participate in this exercise with you, laying it all out there:
Flaws, Fears & Failures (F3) List
Failures | Flaws | Fears
Calculus/Linear Algebra |Anxiety/destructive habits
Naval Nuclear Power Training | Introvert | Failing as a family man
No “assets” at 40 years old | Parents divorced | Going against the grain
Operations Research M.S. | Balding, severely :-(
Dad/uncle relationship | Oftenly serious | Our Country’s course
| Likes fedoras/cuff-links | Fedoras out of style
blank | EC/EI (actively improving) | Employment, forever
blank | Self-learner(really a strength) | Cuff links out of style
And the list goes on.
Spend time crafting your personal F3 list.
Don’t worry, I won’t ask for it. It’s for you, but it’s crucially important to pause and complete this exercise. It’ll clear the mind for the greatness ahead! It’s your career….and it’s your life. And it’s your fault, good or bad. So which is it?
To Your Liberty,
Heck Yeah!
P.s. This is the first in a 9-part series (OPREP series) I consider to be a small piece of the SuperHighway to Liberty beyond uniformed service.
Only paid subscribers have access to the follow-on releases that will contain self-guided activities, for the low, affordable cost of $7/month.
Because when people pay…they pay attention…and they show up, too (think Netflix and the Sports package…that was a great National Championship Game - 4th Quarter, anyways).
What’s more valuable? Your time? Or the fiat money dollar and Disney+?
Special treat for getting this far: A FREE GUIDE for the Armed Forces Family…get it today!
Flaws, Fears & Failures (F3) List
Failures Flaws Fears
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Bonus Material, for the curious who noticed an extra page:
A person's HEALTH & SELF & WEALTH is directly tied to their ability to communicate ideas and messages. Their ability to create their ideal environment anywhere is directly tied to their ability to influence. They must be able to relay ideas, information, and principles to everyone they come into contact with. Doing so leads to influence.
Once influence is had, control follows pretty easily. Keep those interested and entertained by being likeable and trustworthy. They'll grow to be known by putting themselves out there to become known.
Then, create content that attracts people who "get it" or who are predisposed to "get it." The ability to communicate affects directly the ability and level of influence over others, which then results in control, or lack thereof.
Total autonomy only comes once someone has complete control over their life. Total autonomy is being able to do what you want, when you want, with whom you want, where you want, on the terms you want, without a concern for what it costs.
Lead people to an understanding. They’ll come to an understanding on their own time. Don’t tell them it’s true, show them the truth through the explanation that the amount of influence one has is directly tied to the amount of wealth accumulated, and live that truth.
They come to their own conclusion because it was shown to them. That influence is really just an ability to communicate. So, in that pitch what you got was valuable information, a new way of thinking about influence and a new way of thinking about selling.
Now you understand and you believe as you should that our ability to communicate is going to affect how much value we can add to the world. You're up.