While enrolled in the Bethel University MBA program, I learned valuable lessons from the marketing classes. One lesson involved the value of branding and capitalizing on a product strategy for a service or product an organization provides.
As a logistics management specialist (LMS) in the Army Sustainment Command's Logistics Assistance Program (LAP), I believe this lesson translates to government organizations. Within the LAP, LMSs and logistics assistance representatives (LARs) are essential to the Army Materiel Command's mission. In accordance with Army Regulation 700-4, Logistics Assistance, the LAP mission is to detect and resolve as early and as quickly as possible logistics-related issues that affect unit and materiel readiness.
Concurrently, LAP personnel make logistics assessments in concert with supported commands to define historical trends, report current statuses, and provide corrective and preventive procedures for improving overall readiness. The LAP supports units and Soldiers at home station through all phases of deployment, natural disasters, and contingencies up to actual war.
Through the LAP and the brigade logistics support teams, combatant commanders have a single entry point into the Army Materiel Command enterprise. Even without the threat of competition, the LAP must meet the challenge of marketing to the Army at large. Inherently, this type of operation holds a master service characteristic to maintain a client-based relationship with the challenge to maintain and satisfy Army customers over the long term.
This cannot be accomplished effectively without LAP personnel. LARs and LMSs must be sold on the idea that they are the brand and the bottom line for unit readiness.
Training LMSs and LARs for the Army is a task that cannot be overlooked. These professionals are the true face to the field. Their success is measured by overall Army readiness, which dictates the long-term success of the LAP.
PROFESSIONAL DEVELOPMENT
Upon entry into the program, LARs and LMSs participate in the LAP Operators Course and the Senior Managers Course. These two courses are the starting point but certainly not the finish line. Many steps are required to strengthen a professional workforce with the intention of ushering in the highest brand value.
DEMONSTRATE PROFESSIONALISM AT THE TOP
Supervisors, leaders, and managers are the most visible representations of professionalism in the workplace. These individuals bear the burden to foster a work climate in which professionalism is demonstrated, treasured, and demanded.
Leaders must ensure their own dress and conduct are exemplary on a consistent basis. Substandard attire in the workplace should not be tolerated and does not represent a professional workforce.
USE APPRAISALS TO SPELL OUT EXPECTATIONS
Use the new evaluation system, the Department of Defense Performance Management and Appraisal Program, to highlight professional standards and expectations and to construct the framework of a highly professional workforce. Specificity is essential and removes ambiguity to bring about positive change and ensure a polished workforce. Do not use "check the block" standards when conducting evaluations.
PAIR EMPLOYEES WITH MENTORS
Mentorship is a proven technique; however, if a supervisor asked 50 people to name their mentors, at least 49 would not be able to. Mentoring is a process that focuses explicitly on providing guidance, direction, and career advice. A formal mentorship program can motivate and challenge employees on a consistent basis.
REGULARLY GIVE FEEDBACK
As a general rule, most logistics employees are analytical by nature and understand feedback related to their performance. False praise is not the goal; however, leaders need to prioritize recognition of subordinates to produce positive outcomes. Taking the time to point out how an employee acted in a professional manner stimulates professional acts in the future.
Similarly, constructive criticism should be the norm and not the exception. If an LMS or LAR is performing incorrectly, it should be addressed immediately. All personnel need to understand the boundaries of unprofessional behavior. Professional organizations find a good balance between communicating positive reinforcement and providing corrective feedback.
IMPROVE YOUR WRITING SKILLS
Written communication, through email, technical manuals, and situational reports, is the primary mode of correspondence to supported units. The influx of technology coupled with transactions being conducted through email has made writing more important than ever before. However, the writing skills of LARs and LMSs continue to trend downward.
Poor writing skills hinder the progression of our brand. When writing, LAP team members should understand that their products are received by a professional workforce. Written documents should be carefully composed to convey a message representing the LAP brand.
We must get better at writing. When sending out emails and documents, we should ask for assistance or a second set of eyes. Lastly, personnel should periodically take a business writing course to improve their written communication skills.
LISTEN MORE THAN YOU TALK
Logistics personnel are required to interact daily with customers. Many in our workforce could be accused of talking when they should be listening. Talking incessantly can make it harder to produce a professional brand. The most effective business people speak less and listen more attentively to their customers.
In the words of Abraham Lincoln, "Better to remain silent and be thought a fool than to speak out and remove all doubt." The intent is not to remain passively silent, but to thoughtfully consider other's ideas without trying to upstage another person.
Listening is a tremendous relationship builder; it validates the speaker's ideas and allows for a better understanding of the situation. When you speak less, people are inclined to listen closely to what you do say. Listening is essential as we project a professional LAP team to our customer base.
STAY POSITIVE AND POLITE
A positive attitude and basic manners are lost in our society. Please and thank you have disappeared from our day-to-day vernacular. Jumping on the negativity bandwagon is an easy route to take, but it is unacceptable when your goal is to be a professional LAP team member. In order to stand out to customers, remain positive and use simple manners. Professionals must be willing to go the extra mile to use manners and proper courtesies to ensure others feel respected.
BE PREPARED
Professionals attend meetings with pen and paper to annotate important notes. Professionals understand the purpose of the meeting or phone conversation and capture issues to properly engage at the appropriate time. Professionals attend meetings as participants and should be prepared accordingly to provide dialogue and intelligent comments.
As a professional, ensure your comments are succinct and directly correlate to the topic. Customers will appreciate your valuable input presented in a professional and concise manner with factual research to support your statements.
An organization must strive to improve standard operating procedures to stay ahead of the changing business world. Our desire should be to provide the most professional product by changing paradigms, being prepared, improving our writing skills, and listening to our customers. Our brand diminishes if value-added talent and products fail to be modernized for a volatile and complex environment.
Making positive steps to produce professional LARs and LMSs has an impact on the LAP brand. Over the long term, the many LAP accomplishments will be overshadowed by bad habits if professionalism is not brought to the forefront. LAP has a reputation for supporting warfighter success and producing a talented pool of logisticians. LAP personnel have the responsibility to sustain this reputation to ensure a positive transition to the next fight.
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Kevin Palmer is a logistics management specialist for the logistics support team at Fort Eustis, Virginia. He has an MBA from Bethel University.
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This article is an Army Sustainment product.
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