ROTC helps clear stadium

first_imgBefore Notre Dame fans packed the football stadium last Saturday to cheer for the Irish, the Notre Dame ROTC units – Army, Navy, Air Force and Marine Corps – spent 12 hours shoveling snow out of the stadium to prepare for game day.Master Sergeant Marshall Yuen said the shoveling, which lasted from 8 a.m. to 8 p.m. Friday, was part of an agreement made between Notre Dame ROTC and stadium staff in 2008.“Back in 2008, before a Stanford game, the campus got hit by a really big snowstorm,” he said. “It was on a Thursday and Friday, and [Facilities Manager] Dan Brazo had a hard time getting all the snow cleared for the game. So after that, he called over here to coordinate a community response with us for the next time something like that happened.”Yuen said last Friday was the first time since 2008 that the ROTC was called to help clear the stadium, and in all, about 75 percent of students involved in the Notre Dame ROTC program helped shovel snow.“Quite a few of our cadets were [shoveling] in between class periods,” he said. “[Some of them] went to class at eight o’clock in the morning. They had an hour break, so they walked over to the stadium and did some shoveling and then went to their next class. Some did it over their lunch breaks.“Every one of the ROTC commanders was out there shoveling snow, and some of them were out there for six or seven hours.”Sophomore Naval midshipman Ian Tembe said involvement in ROTC service like this is personally important to him.“I like to participate in everything the battalion does,” he said. “For me, Navy ROTC (NROTC) is the main part of my life as far as my future and my career. … Another thing that I really like is the relationship between NROTC and Notre Dame, and I wanted to help further that [by participating].”Shoveling snow in the stadium also helped strengthen the bond between the four different ROTC units, Tembe said.“It’s important for the cadets to do [service for the University] so that [ROTC] can instill that ‘God, Country, Notre Dame’ kind of ideal and that service to community,” he said. “It’s important to strengthen the relationship between the Navy, the Army, the Marine Corps, the Air Force and Notre Dame.”Senior Elizabeth Terino said the relationship between the four ROTC branches extends beyond shoveling snow together on Friday. The units have multiple events with each other throughout the year, she said. Tembe said this relationship between the branches is an important one.“The camaraderie between the units, we have kind of a sibling rivalry,” Tembe said. “But we’re really more tightly involved than you might think. And that’s important because once we graduate and become officers, joint relationships between the branches are very important to the military objectives of the United States. Each service would like to say they’re the one that does all the work, but really the work can’t be done without all the armed services.”Shoveling snow on Friday was a way to show ROTC’s appreciation for Notre Dame, Terino said.“Notre Dame is so supportive of the ROTC program,” she said. “Shoveling the stadium is just a small act of service that we can perform to give back to a University that gives us so much.”Ultimately, though, Yuen said the service Notre Dame ROTC provides to the University also benefits the cadets.“What it really teaches our cadets is that if somebody asks for help, you go out there and help them without expecting necessarily a monetary reward or a pat on the back,” he said. “When your community calls you to help, if you have time to do it, you go out there and do it.”Tags: Football Friday Feature, ROTClast_img read more

How to prevent a “Wells Fargo” culture infection…

first_img 71SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jim Bouchard “THE SENSEI LEADER is not just another leadership development program. It is a movement.”Our programs support this movement and help us fulfill our vision and mission…                                                                     First of all, from my experience working with leaders in the CU community, I have to say that it’s a lot less likely to happen to you! The CU people I work with are focused first on service and on bringing benefit to their members and staff.Having said that, any organization can become infected with a culture of greed and fraud. Let’s talk about how to immunize your culture against the bug that infected Wells Fargo.It starts with leadership. In my keynotes I show a slide that just says “Undercover Boss.” When that pops up, I ask, “Who likes this show?” Then I slam my hand on any nearby level surface and yell, “I hate it!” How can these leaders be so unaware of what’s happening on the front lines?The people at the top should be aware of what’s happening throughout the organization. Just after the scandal broke, Wells Fargo CEO John Stumpf told the Wall Street Journal, “There was no incentive to do bad things.”Well––obviously there was.A more accurate statement would be that he didn’t know about it––and he should have. Of course it’s easy in hindsight to look at the indicators and see that there was a problem, but their own actions show they were aware of the issue. In fact, over 5 years they fired 5,000 people.The real problem is that nobody, including Stumpf, wanted to own the problem. Likely because the bad actors were producing very good results.“The 1 percent that did it wrong, who we fired, terminated, in no way reflects our culture nor reflects the great work the other vast majority of the people do.” (bizjournals.com)Well––yes it does.Culture is not the product of a slogan or statement of organization values. Culture is expressed through the behavior of the people in the organization––who may or may not be following those stated values.Any larger organization, and most small ones too, form subcultures based on levels of authority, specific responsibilities and technical roles. That’s why sales may have a much different subculture than production or upper management. These cultures intersect and interact, but may behave in radically different ways.If we take Stumpf’s defense at face value, the sales culture was much different than the over-arching culture of “customer first” thinking expressed in the Wells Fargo slogans, and might have been much different than the culture in other parts of the organization.Dismissing the problem based on percentages is dangerous too. You don’t ignore a small infection because most of your body is healthy. You treat the infection before it spreads.And just like with an infection,if you allow the infection to spread, you’re sometimes left with no other option but amputation. Apparently that’s what Wells Fargo did.The real solution lies in prevention. You’ve got to inoculate your culture against bad behavior by creating a discipline of good behavior.As a martial artist I learned that discipline is simply the development and practice of meaningful and purposeful habits. In the absence of positive habits, negative habits fill the void.Ethical behavior starts with leadership and must extend to every level, for the exact reason Stumpf cited in his defense. The CEO of a large organization may not be able to know exactly what’s happening at every level––but you can assure a culture of sincere interest where people at every level have direct contact with the leaders who serve them, and that they know these leaders care. This is the only way to assure that an over-arching cultural expectation is practiced at all levels.This requires continual training at every level. Not just technical training, but training in mindset, attitude and interpersonal skills. These so-called “soft skills” are essential to the effective operation of any “hard” process or system.Could the Wells Fargo fiasco happen in your credit union? Despite your values of service and your customer first mindset, don’t you have the same pressures to perform? Don’t your people feel the same responsibility to produce results?Didn’t Wells Fargo promote similar positive values as yours?Culture cannot be left to chance. Positive culture is the product of training and continual self-awareness. It’s the product of leadership by example––at all levels.And that takes discipline, commitment and practice––not slogans. Vision: To promote … Web: TheSenseiLeader.com Detailslast_img read more