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If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Somehow this one ended up a lot pinker than I expected it too! Ah well. The second block has more color. :)
As an exercise in humility the Black Nun wished to be buried where everyone entering the Friary would walk upon her remains
Bonamargy Friary is supposedly haunted by the ghost of the Black Nun, Julia McQuillan, who lived there alone after the Friary fell out of use in 1641.
There is a common story that the Black Nun was murdered on the steps leading to the upper floor of the Friary while looking out the slit window. Legend has it that bad luck will befall anyone who walks on the step where she fell. (check out the photo of the steps - the one that is third from top is the step where she is supposed to have been murdered. It is untrodden and unworn
compared to the others)
Gesture of humility on Holy Thursday 2008 Pope www.FranciscusI.org Pope-Francis www.PopeofHearts.com PopeofHearts Pope-Franciscus www.PopeFranciscusI.com Jorge-Bergoglio Pope-of-Hearts
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
St Margaret, Hopton-on-Sea, Norfolk
The chancel windows, by Edward Burne Jones for the WIlliam Morris workshop, are insured for a million pounds.
Chris Kelly's bronze sculpture in Duke Street, Barrow-in-Furness, of former Great Britain and Barrow rugby league stand-off Willie Horne. Horne played 461 games for Barrow between 1943 and 1959. He scored 1,818 points and captained the Shipbuilders in three Wembley Challenge Cup finals, lifting the trophy in 1955 after a 21-12 victory over Workington Town. He also skippered Lancashire, England and Great Britain, and was awarded a testimonial by Barrow in 1955. Horne died in 2001 at the age of 79, six years after being made a Freeman of the Borough of Barrow-in-Furness. The sculpture, depicting Horne in full flight, is opposite the main entrance to Barrow RLFC's Craven Park ground. It was unveiled in May 2004 by Steven Broomhead, chief executive of the North West Development Agency.
A plaque at the base of the sculpture details Horne's glittering playing career and numerous rugby league achievements, before concluding: Willie is regarded by many as the greatest stand-off half of his generation, and by some as the finest of all time. A quiet hero, he was revered throughout the global rugby league community but most of all here, in his own back yard, where he was both idolised as a sporting genius and respected for being a decent man. It is fitting that this memorial stands here, just a drop-kick away from Craven Park where his sublime artistry baffled the best defences in the world and thrilled the roaring terraces of the post-war era. Talented and even gifted rugby league footballers the world shall yet see, but for us there can only ever be one Willie Horne, a unique man with magic in his fingers and humility in his heart.
A quick snapshot to show you how the Humility Now shoot went for the release of there summer line!
Models: Santana Iglesias & Edgar Alfred
Thankyou SO much Zack Hughes for helping me out!!! Everyone check out his work: www.flickr.com/photos/zamphotography
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Hochmut and Demut
Two key concepts for understanding Amish practices are their rejection of Hochmut (pride, arrogance, haughtiness) and the high value they place on Demut or "humility" and Gelassenheit (German, meaning: calmness, composure, placidity) — often translated as "submission" or "letting-be," but perhaps better understood as a reluctance to be forward, self-promoting, or to assert oneself in any way. The willingness to submit to the Will of God, as expressed through group norms, is at odds with the individualism so central to the wider American culture. The Amish anti-individualist orientation is the motive for rejecting labor-saving technologies that might make one less dependent on community; or which, like electricity, might start a competition for status-goods; or which, like photographs, might cultivate individual or family vanity. It is also the proximate cause for rejecting education beyond the eighth grade, especially speculative study that has little practical use for farm life but may awaken personal and materialistic ambitions. The emphasis on competition and the uncritical assumption that self-reliance is a good thing — both cultivated in American high schools and exalted as an American ideal — are in direct opposition to core Amish values.
Separation from the outside world
The Amish often cite three Bible verses that encapsulate their cultural attitudes:
"Be not yoked with unbelievers. For what do righteousness and wickedness have in common? Or what fellowship can light have with darkness?" (II Corinthians 6:14)
"Come out from among them and be ye separate, saith the Lord." (II Corinthians 6:17)
“And be ye not conformed to this world, but be ye transformed by the renewing of your mind that ye may prove what is that good, and acceptable, and perfect, will of God.” (Romans 12:2)
Both out of concern for the effect of a parent's absence on family life, and in order to minimize contact with "English" (everyone not of German descent), the Amish prefer to work at home. However, increased prices for farmland and decreasing revenues for low-tech farming have forced many Amish to work away from the farm, particularly in construction and factory-labor, and, in those areas where there is a significant tourist trade, to engage in shopwork and crafts for profit. The Amish are ambivalent about both the consequences of this contact and the commoditization of their culture. The decorative arts play little role in authentic Amish life (though the prized Amish quilts are a genuine cultural inheritance, unlike hex signs), and are in fact regarded with suspicion, as a field where egotism and a display of vanity can easily develop.
O God, we have intense Reverence for You.
You may be invisible in our eyes,
But Your mighty good deeds to touch our Heart is ever-powerful!
We bow in utmost sincerity to seek Your mercy.
We seek Your forgiveness O God!
Please look upon us renewed sinners for we need You.
We are nothing without You O God,
And to You we all depend.
For You O God is the source of our Salvation.
Amen.
O God, thank You for loving fathers.
For they are grateful to God for the Gift of Life.
As the greatest gifts we receive from our fathers is affection and warmth.
As the meek and gentle hands of our father lifts us up.
To carry us as helpless babies.
To bring joys, gladness and laughter.
That fathers may be humble to be as gentle as their own babies.
To bring meekness and gentleness throughout Humanity.
For Humility is the source of strength of loving fathers.
Amen.
Das Oratorium wurde von der Compagnia della Madonna del Rosario 1574 innerhalb des Klosterkomplexes der Dominikaner eingerichtet. Der Eingang befindet sich in der Via Bambinai nur wenige Schritte von der Kirche San Domenico an der gleichnamigen Piazza entfernt.
Der Gebetsraum wurde von Giacomo Serpotta (Palermo 1656 – 1732) in den Jahren 1714 – 1717 mit aufwändigen Stuckaturen mit Szenen aus dem Alten Testament, der Apokalypse und der Legende um Maria mit dem Rosenkranz sowie figürlichen Allegorien der Tugenden ausgestattet.
available as 12"x18" and 20"x30" posters
All images are © copyright caren park, RealistAtLarge.blogspot.com. All Rights Reserved
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Photos by Miller Taylor.
April 2015 CreativeMornings/Raleigh event (global theme: Humility) with guest speakers Mike and Megan Gilger, husband and wife creative team behind Wild Measure studio and The Fresh Exchange blog.
In 2009, Megan and Mike began their lifestyle and design blog, The Fresh Exchange Today, the blog reaches over a half million people everyday, inspiring creators of all kinds to pursue their dreams and live a beautiful and intentional life. The creative couple works together to create original content through photo, video, editorial writing, aesthetic curation, and social media. With a simple, natural, and organic nature to their content, Megan and Mike have had the opportunity to work with brands such as Smartwater, Bing, Gap, Madewell, Bota Box, Levi’s, Feedly, Kinfolk Magazine, Over, Warby Parker, Tuft & Needle, Shinola, and many others.
Special thanks to our host CAM Raleigh and sponsors CompostNow, Counter Culture Coffee, who generously provided us with complimentary coffee, Yellow Dog Bread Company, who provided the tasty breakfast snacks, and Raleigh Raw , who provided the healthy, cold-pressed juice.
This is the Ruffled Neck Yellow Beaked Happy Owl. Very rare around these parts.
No, I'm joking. This is actually a stuffed owl. He's about the size of an apple, and my wife Amy made him for me because she knows how much I love owls. I love them for what I like to think they represent: wisdom, patience, strength and humility. All states of being to which I aspire.
Sure, some cultures--many, in fact--consider the owl to be a harbinger of doom. But just look at this little guy. Is he a harbinger of doom? No! He's a HAPPY owl!
Anyway, I'm grateful for owls. :)
Icons near one of the entrances to the All-Saints monastery. I recognized the top icon as "extreme humility," a very appropriate icon for the last few days of pascha.
Cali (Torti's sister) asking for some food.
Camera: Sony Alpha A58
Lens: Sony Alpha 18-55 mm, f3.5-5.6 SAM II
Mode: Manual
Aperture: f5.6
Exposure: 1/200 s
ISO 200
Focal Length: 45 mm
What is the ideal co-founding team structure?
Any team or successful team? The simple answer would be "smart" and "get things done". But look beneath and there's a whole lot of things to look for ...
'... if you have more than 2 people how to avoid the pitfalls of bickering, politics etc ... to basically (NOT) elect (AN) A$@hole ?'
Unfortunately you cannot change human nature. Successful traits can have negative outcomes. There's a term for a successful attitude. It's called "the mongrel factor" and it applies to top athletes as well as entrepreneurs. No hurdle is going to get in the way of success at personal and interpersonal cost. It's could almost be classed psychopathic.
It can be pretty divisive. These same qualities within a group that can propel a company forward from idea to prototype to commercialisation can be internalised if a perceived stumbling block within the team.
within each team there will be a leader (see alpha geeks ~ tinyurl.com/155i) and there will be followers. It's how this power arrangement plays out that causes much friction. Understanding these basic parameters I'd be looking for individuals with
- competance
- hard work
- drive, enthusiasm
- humility
- good sense of humour
- ability to be flexible
- lack of contempt, arrogance and ego
Think Woz not Jobs, Herman not Tuzman, hmm I'd have to think about Gates and Steve. The dilemma with this approach though is would there be an Apple without Jobs, a Microsoft without Gates, a JumpTV without Tuzman?
Have to think about listing successful startup teams to emulate beyond delicious, reddit et.,al. Could not find this in 'Hardest Lessons' ~ www.paulgraham.com/startuplessons.html
But you can find personal traits you need to avoid in 5, 6, 16, 17 in "18 Mistakes" ~ www.paulgraham.com/startupmistakes.html
next >>>
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Explore: 11.04.08 thanx...bonus!
Whether you're in a position to lead your children, or a business, or a staff, a church, a project, a ministry, don't fall for the popular lies about leading people - that success means being pushy or punishing, pulling rank, playing politics, manipulating, promoting yourself. No, it's humble servanthood that is the surprising secret of success. That's humility as in always being teachable ... courteous ... vulnerable ... willing to accept responsibility rather than place blame ... caring about the person, not just the project.
Attorney General John Ashcroft's godly father tried to prepare him for life in the Nation's Capitol after his son's election to the United States Senate. He said, "John, the culture of Washington is a culture of arrogance..." - by the way, most power-centers are - "...the culture of Jesus is a culture of humility. Don't get sucked into the culture of arrogance." That's good advice for any of us who have someone to lead. Remember, "God opposes the proud but gives grace to the humble." (1 Peter 5:5)
-Ron Hutchcraft