Tony Rosenbum, CWO3 USMC( Ret.) MA Exec. Leadership

U.S. Army Contracting Command needs small businesses. They communicate the need... we just need to show up. One way to show up is at Industry Days like COL Lisbon Williams, Senior Contracting Official does for US ACC Orlando. Key Information in This Deck • ACC-Orlando Workload by Point of Contact Responsible • Marine Corps Systems Command Program Manager Training Systems (PM TRASYS) Update from COL Wynndee Young (PM) and others on the team. When the US Army shares key information like this out, it is our responsibility to consumer it if we want to support their mission. ___________________________________ 🔥 Join 28,330 others and subscribe to my GovCon newsletter | https://lnkd.in/es6qfwgk 👀 Follow me (Neil McDonnell) on LinkedIn™ and hit the 🔔 on my profile to see more government contracting content like 44,171 other people do.

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​Radical Candor ror Developing Warrant Officers ​Developing mature and professional leaders is a core responsibility in the U.S. Army, and the Radical Candor framework provides a powerful lens for counseling and mentorship. As Warrant Officers, we are technical experts and trusted advisors, and our ability to lead and develop others is paramount. ​The Radical Candor Quadrant, created by Kim Scott, breaks down feedback into four categories based on two axes: Caring Personally and Challenging Directly. ❔️ Ruinous Empathy: This is where we want to "be nice" and avoid discomfort, so we provide unclear or unhelpful feedback. While well-intentioned, this can harm a Warrant Officer's growth by not addressing areas needing improvement. It's the "I don't want to hurt their feelings" trap. ♻️​ Manipulative Sincerity: Here, we're not caring personally or challenging directly. This is often driven by self-interest or a desire to avoid confrontation, leading to backhanded compliments or passive-aggressive behavior. It's the most damaging quadrant and can erode trust. ⚠️​ Obnoxious Aggression: This is direct challenge without personal care. While it can get a point across, it often feels like bullying and can shut down a Warrant Officer's willingness to listen and learn. It's the classic "my way or the highway" approach, which stifles innovative thinking. ✅️​ Radical Candor: This is the gold standard for leadership. You care personally about the individual's success and well-being, but you also challenge them directly on their performance. This approach fosters trust, encourages growth, and builds a culture where Warrant Officers are confident in their abilities and receptive to honest feedback. ​For those of us counseling and mentoring junior Warrant Officers, our goal is to consistently operate in the Radical Candor quadrant. By doing so, we not only improve performance but also develop the next generation of professional, mature, and self-aware technical experts who are ready to lead the Army into the future.

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It’s inspiring to see how technology is bridging critical gaps for our veterans. The Battle Buddy app is a prime example, delivering vital resources directly to those who need them most. This kind of innovation is exactly what builds stronger communities. 💼 #VeteranSupport #MilitaryCommunity #NewResources

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One of the first programs I attended as a #veteran was the Camp Southern Ground #warriorweek , almost 6 years ago. The focus of that program is to help military personnel transition to civilian life, they do it by helping us explore what job/career path we will take after the military. One of my favorite parts of the week while at camp was get to learn about something called Gallup/Clifton strengths. "In the 1990s, under Clifton's leadership, The Gallup Organization created the CliftonStrengths assessment. The goal of the assessment is to help individuals identify and build on their greatest strengths. The CliftonStrengths assessment isn't a personality test like the Myers-Briggs test or the Enneagram." According to this test/assessment there are 34 strengths themes and all human beings possess them in different ways. Those 34 strengths are grouped in 4 different domains which are: -Strategic thinking (ST) -Relationship building (RB) -Influencing (I) -Executing (E) This assessment will reveal what are my strength themes and how I could potentially use them to my advantage and to help others with my job/profession/passion. Each theme gave me a way to describe what I naturally do best or what you might need help from others to accomplish. My top 5 strengths are: -Ideation (ST) -Connectedness (RB) -Positivity (RB) -Intellection (ST) -Strategic (ST) The next 5 can be also seen on the 📸 below, some of those fall under the Influencing (I) domain. I learned a lot from that assessment and I have been using my stronger strengths to live my life and make an impact on those around me. I have also focused on finding people whose top strengths are more leaning into the executing domain because that is where I need help, advice and guidance and it has worked tremendously. The other part of camp that I LOVED and definitely enjoyed THE MOST was to learn a LOT about the Enneagram and explore the psychology about it... that is a story for another day 😉 #strengthfinder #Gallup #growth #relationships #knowyourself #humanrelationships

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Vision First: The Leadership Lesson That Changes Everything Previously, I shared some of the leadership principles from General Al Gray, the 29th Commandant of the Marine Corps, truths that have stood the test of time and experience. One in particular has stuck with me and feels especially relevant across business and leadership today: “What do you want it to look like when we’re finished?” There’s something about the simplicity and repetition of that question that cuts through the noise. It refocuses leadership back where it belongs: Clarity of Outcome Before you allocate people, money, or time, do you know what success looks like? Without a clear end state, teams spin in circles. I have heard this from those that I am serving and I have in turn also shared it with my teams. Alignment Across Teams When everyone shares a vision of success, you unlock initiative and creativity. People aren’t frozen guessing, they’re moving with purpose. Ownership at Every Level Clarity enables autonomy. It gives people the confidence to make decisions aligned with the mission, without second-guessing. I’ve seen this principle in action many times at DigitalChalk. When we design a new feature for our platform, we always start with our UI and UX designers to sketch out what the end experience should look and feel like. We map user flows, build prototypes, and clarify user expectations before writing code. The result? Developers have fewer assumptions and build faster. Product managers align priorities early. Stakeholders know exactly what’s being built—and why. Internal alignment is key. But external clarity is just as important. At conferences like Association for Talent Development (ATD) 2025, where we just showcased our platform, we approached customer conversations with the same mindset: Instead of immediately jumping into a product demo, we asked: “What does success look like for your organization?” When we understand their goals, whether it’s improving compliance training, launching a certification program, or scaling onboarding, we can tailor the solution to meet their definition of success. It transforms the conversation from selling features to solving problems. And when reporting to leadership, I’ve found and been taught that clarity about project outcomes and priorities builds trust and removes ambiguity. Leaders don’t just want activity, they want to see the picture of what winning looks like. Everywhere I turn in leadership, this lesson applies: Teams aren’t starved for effort, they’re starved for clarity. “What do you want it to look like when we’re finished?” It’s a question worth asking—and worth answering—every single time. I’m curious, how do you create clarity for your teams or your customers? Do you use roadmaps, prototypes, vision decks, or something else? Would love to hear your approach below. #Leadership #ATD2025 #DigitalChalk #Clarity #Vision #Purpose

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“Is there a transition program that truly prepares service members for civilian life?” #NO! 🎙️ Orange County Power Players — Episode Insight…. Danny Flores asked me this on the show — and here’s the truth: The technical answer is yes. The real answer is no. We all know #TAPS exists. But TAPS is a three-day overview, not a real transition program. It’s a baseline. It’s surface-level. It’s far from enough. Transition isn’t a briefing. It’s a mission — a long, hard, personal mission. And missions require a team. During the episode, I shared that I went through USC Marshall School of Business’s Master of Business for Veterans (MBV) program — a community that changed my life. Danny immediately said, “I went to Marshall too.” You already know my response: #FightOn. ✌️ I also talked about being a Fellow with The Honor Foundation — and being the only U.S. Coast Guard member in #THF. That experience pushed me, challenged me, and gave me a network that still shows up for me today. We covered FindAFitt, a platform that’s going to reshape how veterans navigate the next chapter. And we talked about The Tech Vets Inc. — how it started with a simple #hashtag. Now it’s becoming a national movement supporting veterans across tech, dual-use, and innovation. 🎧 Listen to the episode now. This one’s real, honest, and overdue. #Connect #Empower #Grow #TheTechVets🤓🇺🇸

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Always great information in the MyNavyHR Newsletter! Sharing for reach. Editorial Comment: After watching a Uniform Board recommendation get “staffed to death” under the old system (any recommendation required 2x4* endorsements to even be considered) it’s good to see changes and the word “transparency” in the new policy. As a reminder here were our (former CO/COS and FLTCM) recommendations: https://lnkd.in/eUav82-U From the article: “Looking Forward: The following recommendations would preserve the rigor of the process, while improving both transparency and the openness of ideas. 1. Increase transparency by publishing the schedule for the uniform board. Host quarterly boards to discuss ideas and an annual board to make final decisions on each item. 2. Increase transparency by broadcasting the board’s deliberations. Alternatively, publish the official minutes. 3. Increase fleet representation by creating venues for direct fleet input such as in-person focus groups or video conference calls. Review inputs for a full presentation at the next board. 4. Increase transparency by publishing a list of all ideas and the arguments for and against so that all sailors can view the process. 5. Increase transparency and fleet representation by publishing the list of board members and ensuring the board comprises a mix of diverse backgrounds. 6. Increase transparency. When a NAVADMIN message is released, provide an issue paper with the detailed background, source, and disposition of each item. 7. Provide incentives to recognize individuals whose ideas are submitted and approved. A Flag Letter of Commendation from the Chief of Naval Personnel would be an excellent start. 8. Increase transparency, efficiency, and fleet representation by creating a website (e.g., a page on MyNavyHR) associated with all the current uniform regulations and pictured examples, where personnel can view the latest minutes, working ideas, rejected ideas, etc., and submit their own recommendations to the board. Eliminate the levels of endorsement bureaucracy and opportunities for gate keepers to shut down ideas. 9. Increase fleet representation by establishing diversity requirements for the board to ensure that all ranks and genders are represented as well as racial diversity. It would behoove the board to include sailors who have experienced pregnancy as well.”

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Rob’s Unsolicited Advice: Beware the "invisible" impact of senior leader micromanagement!! We’ve all seen it. A senior leader spots a small error and dives into the weeds to fix it. To the leader, it’s a 5-minute fix. To the team, it’s a week of second-guessing. The problem? Seniority acts as a megaphone. A whisper from an executive sounds like a shout to a junior employee. When you bypass your mid-level managers, you don't just solve a problem—you create two more: employee anxiety and manager irrelevance. If you want a high-performing org, stay in your lane: 👉 Praise in public. 👉 Correct in private. 👉 Listen informally. The chain of command isn't just bureaucracy; it's a protective layer for your culture. Use it. #Advice #WorkplaceCulture #Management #Leadership

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Final Formation: Moral Grit and the Warrior Ethos. The Army’s Warrior Ethos calls us to place the mission first, never accept defeat, never quit, and never leave a fallen comrade. It is powerful, resilient, and inspiring. But here’s the question every leader must ask: Is our warrior ethos tethered to truth—or only to power? 👉 Power without truth is domination. It can win battles but lose legitimacy. It can achieve tactical success but leave moral scars. 👉 Truth without grit is fragile. It falters under pressure, bends to expedience, and erodes trust. Moral grit is the bridge. Moral grit is the courage to hold fast to what is right when compromise would be easier. It is the chaplain counseling a Soldier or Leader against expedient shortcuts. It is Soldiers protecting civilians in the chaos of battle. It is leaders like Chaplain (MG) Kermit Johnson, who resigned rather than compromise his conviction about the first-strike use of nuclear weapons. 💡 Moral grit does not weaken the warrior ethos—it deepens it. It gives meaning to sacrifice, credibility to leaders, and endurance to the spirit of the Army. 🛠️ TTP for Chaplains: Developing Moral Grit in Formations. Integrate “Moral Rehearsals” into training. Just as Soldiers rehearse battle drills, chaplains can facilitate ethical rehearsals. Walk leaders and formations through realistic scenarios where values, mission, and pressure collide. Ask: • What’s the truth here? • Where is the temptation to compromise? • What would moral grit look like in this moment? By rehearsing hard choices before they arrive, Soldiers build the moral muscle memory to stand firm when the stakes are high. Reflection Questions for Leaders: • Where am I tempted to value power or image over truth? • How do I model moral grit for those I lead? • Am I preparing the next generation to win with honor, not just with strength? In the end, moral grit ensures that our Warrior Ethos is not simply about winning wars but about preserving what is worth fighting for.

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Agencies have been requested to submit their updated needs for SES, SL, and ST positions to OPM by December 19. Agencies are encouraged to give their existing positions a hard "scrub" (my word, not OPM's) to include any reductions in existing positions.

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