SBC January Newsletter — Joe Musselman – Learning about Leadership from The Honor Foundation Founder
January Newsletter: Joe Musselman
SBC January Newsletter — Joe Musselman – Learning about Leadership from The Honor Foundation Founder and CEO
Imagine what it’s like to be a Navy SEAL deployed in a country you probably
shouldn’t be in and conducting a mission that no one is supposed to know about. The amazing individuals from Special Operations are trained to do the impossible. We wouldn’t expect that someone with such a unique character and skill set would have any challenge in navigating a new career for themselves and their families?
These distinguished veterans live inside a standard that is exceptional in every dimension, yet when they move on to the next chapter of their life, they feel lost. That is where The Honor Foundation comes in. I met with Joe Musselman, former Navy veteran and founder of this incredible non-profit organization that was specifically designed to serve the world’s most elite group of Special Operations Forces throughout their career transition. I learned from Joe that The Honor Foundation (THF) and its 15 week program (150 hours) is the most comprehensive career transition program for SEALS and Special Operators in the country.
I wanted to learn how Joe sees the leadership attributes these champions bring from their experiences and how he helps exemplary candidates chart a path to exemplary opportunities.Sherry Benjamins: Joe, let’s talk about leadership. What are the hard and soft leadership skills that you see critical in the future? Joe Musselman: Frankly, hard skills are still important but becoming less relevant. The changes and pivots in business come without warning. In start-ups this is especially true. For example, there are multiple skill sets needed all at once. There's chaos, uncertainty, and adventure. One skill set is needed then another, and another, and these needs continue to grow. The individual must adapt and evolve their technical skills to leadership skills for those in charge of people, growth, and the vision of the business. Often the default is to find more technical skills but we know that as the company scales, the demand for balanced leaders who can inspire, coach and manage others is top priority. SB: Why are soft skills even more critical now to success? JM: Let me first say that successful organizations need to see themselves as technology businesses. This next wave of business is all about data, robotics, machine learning, and artificial intelligence. Wouldn’t you want your most ethical and courageous leaders surrounding this new technology? Wouldn’t this give you a competitive advantage? Success means being adaptive and agile. We developed an assessment alongside UCSD and Stanford that helps us understand these personal readiness capabilities. Our Fellows who graduate our program have rich life experience, cultural and emotional intelligence, not exactly technical or hard skill sets – so we suggest that CEOs let go of the traditional resume screen and be forward looking about what it takes to develop their people. It’s not always about the hard skills, but instead a candidate with a core set of values that matches the organization’s mission. Our Special Operators are trained to execute without the benefit of ever knowing what’s next, and even with continual and extensive training, a Navy SEAL knows to expect the unexpected and always operate inside a framework of strict values and guiding principles. I ask CEOs, how often do they find someone doing the right thing when they are not present? It is not grey. This is a very clear-cut question. Are they hiring leaders that know what doing the right thing always means? The bar remains high and our graduates know that mission matters as they have lived it everyday. SB: What is missing in leaders today? JM: One of our core values at THF is “practicing artistry.” We find people who want to change the world. We ask our Fellows to be introspective first and ask themselves, “why do you matter?” This needs to be asked of each of us more often. Each individual seeks to achieve their own definition of excellence and they are truly artists in what they do and practice each day in the Teams. SB: Are your graduates experiencing positive corporate cultures? JM: We are proud of a 92% fulfillment rate. So yes, there are companies that understand the values of authenticity, fairness and purpose. They were harder to find than you think! We have only had 4 out of 167 that transitioned jobs within their first year of employment. All four cited reasons surrounding poor leadership, lack of vision, and the behavior was not aligned with the culture. SB: What have you learned about yourself on this journey? JM: The number one thing I’ve learned, what we all have learned at THF, is simply “be you”. We help our Fellows understand that they have the ability to stop trying to “be a role” and focus instead on being themselves. I personally have learned that it is not a bad thing to be a people pleaser. THF would not be here if I didn’t have and own that DNA. I am committed to making our Fellows a wild success and I want them to be fulfilled and happy. Their happiness is my commission. Everyone is encouraged to be who they are and be unwavering in that truth. The impact our Mission has on the lives and families of our graduates is remarkable. At graduation last week, one of the Fellows came up to me and said, “Joe, THF changed our family tree.” What he meant by that is he would not have had the opportunity to attend a top MBA program, interact with CEOs as mentors, or consider six-figure salaries if it weren't for THF. This is why we do this work at The Honor Foundation.
Do you want to change the world? Joe had me reflecting on this notion of thinking big. He asks the Navy SEAL, “why do you matter?” They have life experiences that we may never understand and they face the reality of knowing why they matter every day. Yet, when asked as they consider a professional transition, it requires more self-reflection than first imagined.
We can all benefit by answering that question for ourselves. Courage is a word that the Navy SEAL knows well. He runs bravely into battle with all his heart. In fact, the French root of the word courage is “heart.”
David Whyte, says that “courage is the measure of heartfelt participation with life, with another, with community or our work.” It means that we can consciously live up to or into the things we care deeply about. To be courageous as a SEAL or as a caring committed individual in this world is to stay close to the way we are made. So, why do you matter?Featured Searches Head of Talent & Leadership Development, The Cheesecake Factory Sales Director, The Irrigation Association Director Tax, Smart & Final HR Manager, Zenith Insurance
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