How Do You Chart Your Course When the Target Keeps Changing? (Part4)

Military communication

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Filling the Gap at MARS

Fifteen years later as a civilian senior G3 (operations) staff officer at Network Enterprise Technology Command, he recognized the same need for a new vision and strategy at Army MARS Headquarters. To fix it, he volunteered himself for the part-time additional duty of Chief of Army MARS.

One of Klinefelter first visions was that mature volunteers who bring their skills and experience with them when they join MARS aren’t well served by a command system designed for enlistees fresh out of high school.

There were some raised eyebrows when he augmented the traditional chain of command with direct phone calls from HQ to randomly selected members for informal chats. But the calls went ahead —and produced useful feedback that hadn’t always trickled up the chain of command before.

As for change-inducing strategy, he launched a Governance Executive Board”(MGEB) composed of the 11 region directors, all volunteers. The RDs effectively became the representatives of the membership as well as the field commanders in discussing policy decisions. As a starter, the 11 RDs were tasked with deciding whether to keep or change the present requirements for membership, which had come under questioning lately.

If this consultation process conveyed new respect for the volunteers, it shouldnbe surprising that more would be expected of them. Klinefelter signaled as much in his initial message: before have we had such emphasis on protecting our critical infrastructure,” he said. translates into more stringent requirements and many of you have felt the impacts of that at many levels...”

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