CECOM ILSC kicks off its ‘Change Management’ leadership campaign

By Kevin LagowskiApril 2, 2024

CECOM ILSC leadership enjoyed a social event at a local restaurant following their classroom training.
1 / 2 Show Caption + Hide Caption – CECOM ILSC leadership enjoyed a social event at a local restaurant following their classroom training. (Photo Credit: U.S. Army) VIEW ORIGINAL
CECOM ILSC Division Chiefs also had the opportunity to attend CCL’s Change Management training.
2 / 2 Show Caption + Hide Caption – CECOM ILSC Division Chiefs also had the opportunity to attend CCL’s Change Management training. (Photo Credit: U.S. Army) VIEW ORIGINAL

The CECOM Integrated Logistics Support Center (ILSC) recently took a big step in transforming its leadership, as it held an intensive Change Management Leadership Development course in February 2024 at Aberdeen Proving Ground (APG), Maryland. With vital support from the Center for Creative Leadership (CCL), APG senior leadership and Division Chiefs each took part in separate 2-day in-person seminars, with a plan to attend numerous virtual follow-on sessions in the weeks to come to ensure that this effort will endure long past the classroom portion.

ILSC Executive Director Ms. Nicole D. Osaghae opened the program with remarks that touched on Army modernization and the post-pandemic way of doing business that has put an emphasis on how the ILSC must make sure its goals are aligned into the future. By coming together and making a concerted effort for their workforce, ILSC leadership is demonstrating that they are moving in the same direction together, something essential to any kind of future success at the Center. Ms. Osaghae also stressed the necessity of adopting a ‘growth mindset’, saying “Having a growth mindset means embracing challenges, persisting in the face of setbacks, and seeing failures as opportunities for growth. By embodying the change you want to see, you inspire others to follow suit and create a culture of continuous improvement and innovation. It’s about taking proactive steps to initiate the change you believe in and fostering an environment where learning and development are prioritized.”

With a program geared toward recognizing the types of behaviors associated with successful change endeavors and promoting a human-centered leadership structure focused on emotional intelligence and trust, participants held table discussions and participated in other exercises. The SCOAP (Self-Esteem, Control, Orientation, Attachment, Pleasure) brain science model was also a major point of discussion, helping ILSC leaders to better understand how they can use their knowledge of human motivation and behavior to deliver greater results among their teams. This model was an apt representation of Change Management training as a whole, since its purpose is to change ways of thinking critically and to constantly keep us in search of solutions that may not be the most obvious or ‘easy’ choice.

On Day 2 of CCL’s training, ILSC leadership dove into the topic of building psychological safety at their workplace, defining how it looks within their organization and what can be done to prioritize it. Successful teams should be able to speak up and respectfully disagree openly without fear of reprisal, while also dealing with ‘bad news’ in an honest way that does not suppress the ability to adapt and show resiliency. Ms. Osaghae spoke to the importance of this attitude, saying “Leading transformation through times of uncertainty requires agility, innovation, and resiliency to navigate unpredictable landscapes. It’s crucial to foster alignment within the team to ensure everyone is working towards a common goal. Collaboration across departments and stakeholders is essential for leveraging diverse perspectives and resources to drive meaningful change and adapt to evolving challenges effectively.” The ILSC is on the path to ensure that all voices are heard and considered

Leadership raved about how the training impacted them and set them on a course for success. Said Command Control Communications Tactical Directorate Assistant Associate Director Mr. Nicolas Basirico, “I thought it was good to bring the senior leadership of the organization together to have difficult discussions on how to guide an organization through a challenging transition. Change will continue to occur, and there are many lessons we are still learning from the most recent restructure, but the tools that were shared in class should better prepare us to prepare the workforce for the next change that is inevitable to come.” Combat Aviation Power Directorate Assistant Associate Director Mr. Medhat Abuhantash added on to this thought, saying “The training afforded me the opportunity to learn about tools that I can leverage as a leader to navigate through the fog of change. Going through change gives us the opportunity as an organization to stretch and grow and hopefully reach new heights.”

As a concept, Change Management never really stops, but a formal campaign is necessary in order to focus leadership energies onto this emerging area of need. Communications Security Logistics Activity Acting Director Mr. Steven Downer put this into perspective, saying “As we transition to Army 2030 objectives, Change Management is no longer a luxury—it’s a must. As leaders, we’ve learned that managing change isn’t just about organizational structures and policies; it’s also about fostering a growth mindset and empowering our teams to embrace opportunities. Let’s lead by example, adapt swiftly, and turn change into our greatest advantage.”

Power and Environmental Division Chief Mr. Michael Dooney noted that CCL’s chart about the phases of change and corresponding leadership strategies was the most eye-opening element of the training to him. He elaborated, “It revealed to me that as an organization, we may not be supporting the workforce with the appropriate action to get buy-in to the changes the ILSC has undertaken in the past years.” This is something that Mr. Dooney now finds himself more cognizant of and able to better address with his teams going forward.

Said Security Assistance Management Director Mr. Walter Flood, “This training and the venue fostered candid dialogue to revisit direction, strengthen alignment, and solidify commitment.” The Change Management program is off to a great start at the ILSC, whose leadership is committed and ready to fully engage with this initiative. Change Management is not something that can be capped with a finite end date, but ongoing efforts at improvement will enable the ILSC to make the most out of its outstanding human capital to offer maximum support to the Warfighter even as mission needs change.