THE SPARTAN LEADER 61st Quartermaster Battalion, 13th Expeditionary Sustainment Command A Leadership Development Professional Journal - US Army ...
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Issue 9 – 17 August 2020
THE SPARTAN LEADER
61st Quartermaster Battalion, 13th Expeditionary Sustainment Command
A Leadership Development
Professional Journal
Page | 1
Issue 9, 17 August 2020 THE SPARTAN LEADER
From the Commander
Spartans,
Welcome to the ninth issue of The Spartan Leader! In this
issue CPT Beeson shares his thoughts on separating Big
Rocks from pebbles and sand. This is a great method to
align your time with your organization’s priorities and the most
demanding tasks that you have within it. Not only that, but as
CPT Beeson alludes to, it also helps separate the tasks into
ones that you should execute personally versus those that
can be delegated.
LTC Paul Smith
Battalion Commander
The quote worth pondering this issue comes from none other
than GEN George Patton. It truly showcases that in order to become great one must
devote time into self development. Or as COL Ruedi, our new DCO says, ”the difference
between good and great is a little bit of effort.”
For our literary musings CPT Beeson has some feedback from
the first chapters of Dan Heath’s Upstream. The battalion will
use this book as the source for our first readership discussion in
September and it lays the foundation for the Spartan Leaders to
look further out and prevent some of the issues we see within
the battalion. The notes here provide a concise look into what
has, so far, been a thought provoking read for me personally.
Finally I added some feedback regarding leadership lessons
from Black Hawk Down. The information here was originally
published on the War Room last March as part of their
Whiteboard series but I think the information still applies. The
lessons I pulled from the movie are not specific to logistics but
are still critical in mission analysis and execution.
I am excited by the continued input from across the force and
look forward to seeing what other leaders will continue to
contribute to the conversation as we continue The Spartan
Leader. It is an honor to serve with each of you!
Sincerely,
Spartan 6 Page | 2
17 August 2020
THE SPARTAN LEADER Issue 9
61st Quartermaster Battalion, 13th Expeditionary Sustainment Command
In This Edition:
From the Editor
From the
Commander
-LTC Paul Smith In The Spartan Leader we discuss a variety of leadership
development topics. Each of these topics can have
From the Editor substantial impacts on our Soldiers and leadership styles.
-CPT Keith Beeson An enduring theme of this journal is the value of reading on
development. Whether it is reading books, articles, or even
Interesting Twitter, we have presented valuable insights for
Articles development. I know that I have learned and implemented
p. 4 – Big Rocks several of the ideas from this journal into my own leaders
-CPT Keith Beeson kit. In this edition, we have expanded to include YouTube
and Hollywood as tools for development.
Quotes Worth
I encourage each of you to continue to look for ways to
Pondering develop yourself as professional Leaders and continue to
p. 6 – GEN Patton
-CPT Keith Beeson
look for ways to make our organization better today than it
was yesterday. I’m a true believer in the value of reading,
Book Lessons but as we see in this edition, leadership lessons are
Learned and everywhere.
Musings
p. 7 – Upstream: What are you using as a resource for self-development?
Section 1
-CPT Keith Beeson As usual, I continue to urge you to read and submit your
products to The Spartan Leader. This is a tool to better all of
Lessons us. Use it to learn about leadership, command, logistics,
Learned from and the inner workings of the Leaders mindset.
Hollywood
p. 9 – Blackhawk
Down
-LTC Paul Smith
Thank You
Page | 3
Issue 9, 17 August 2020 THE SPARTAN LEADER
Big Rocks
By CPT Keith D. Beeson, 61st Quartermaster Battalion S3
https://www.youtube.com/watch?v=SqGRnlXplx0&list=RDCMUCCBlFQZzELVGi7BIYgieIYg&start_radio=1&t=0
I first touched on the idea of Big
Rocks in The Dilemma of Time
Management published in the 5th
edition of The Spartan Leader. This
idea was originally introduced by
Stephen Covey and is conveyed very
well on YouTube.
This YouTube video shows a
professor demonstrating the Big
Rocks idea to his class. I really like
this video (despite the questionable
acting) and how it breaks down the
idea. The professor starts with an empty jar. He adds in golf balls (big rocks)
and asks if the jar is full. The class responds unanimously with a yes. He then
pulls out a cup of pebbles and repeats the process.
Again, the students respond with a yes. He repeats the process with a cup of
sand and asks again. The students seem sure this time that the jar is full.
Finally, he pulls out two beers and tops it off.
He goes on to explain that the jar represents your life. The golf balls (Big
Rocks) are the important things. The pebbles are the other important things
and the sand is the small stuff.
If you put the sand in first – the
small stuff – you won’t have time
for the important things that matter.
Page | 4
Issue 9, 17 August 2020 THE SPARTAN LEADER My Thoughts on Big Rocks I use the Big Rocks idea daily to focus my work. I even have a jar on my desk filled with Big Rocks. I talk about the Big Rocks each week. It’s all about prioritizing and the Big Rocks are always first. While there’s never enough time to do everything, there’s always enough time to do the important things. Sure, I can create a to-do list and check off a whole lot of tasks each day, but that is the equivalent to putting the sand in the jar first. If I fill my day with menial tasks (sand) just to check them off, I will never have the time for the most important tasks (the Big Rocks will not fit). Avoid sandy tasks. They consume time and are of little value to anyone. So, what about the pebbles? Where do they fit in? Pebbles are those things in between – they must get done, but not necessarily by you. Delegate as many of these tasks as you can. Teach and Coach your subordinates to be able to tackle those tasks. If you are the subordinate, take these tasks seriously. These pebbles are essential tasks that support the Big Rocks. Without them, the organization flounders. They are how you develop your skills and build trust with your leadership. Of course, a student asks what the beer represents. The answer: Regardless of how full your jar may be, there’s always room for a couple of beers with friends. This is the part we must not forget. We spend an incredible amount of time at work, but we must balance that out with enjoying life as well. Big Rocks by CPT Keith Beeson Page | 5
Issue 9, 17 August 2020 THE SPARTAN LEADER
Quotes Worth Pondering
By CPT Keith Beeson, 61st Quartermaster Battalion S3
“By perseverance, study, and eternal
desire, any man can become great.”
-GEN George S. Patton
On 17 August 1942, GEN George S. Patton and his 7th Army won the
unofficial “Race to Messina” arriving several hours before British Field
Marshal Bernard L. Montgomery and his 8th Army1. The Allies completed the
conquest of the island of Sicily after just 38 days. This gave the Allies control
of the Mediterranean and also led to the downfall of Benito Mussolini and
Italy's eventual withdrawal from the war2.
1 - https://www.history.com/this-day-in-history/patton-wins-race-to-messina
2 - https://www.historyplace.com/specials/calendar/august.htm
Page | 6Issue 9, 17 August 2020 THE SPARTAN LEADER
Book Lessons Learned and Musings
Upstream
By Dan Heath
Section 1 Notes and Lessons Learned
By CPT Keith D Beeson, 61st Quartermaster Battalion S3
Our Upstream LPD is on 9 September. I hope that you’ve all picked
up the book In this article, I’d like to share some key points that I’ve
taken from the first section of the book.
First off, this book is timely. As an organization, we are battling some
upstream problems. I hope that as you read this, you begin to
develop some ideas to improve our Battalion.
We’d all like to live in a world with no problems, but you know that problems go hand in hand
with our profession - or any profession that works primarily with people. Reacting to
problems keeps us moving forward, but learning to solve problems before they become
problems is where we all should strive to be.
Failing to solve problems or learning to live with something as normal - even though we know
it’s not- ends up costing valuable time consistently solving the downstream problems. We
get stuck in the Zone of Response. React, React, React.
SECTION 1: Chapter 1— Moving Upstream The Three Barriers to Upstream Thinking
Big Idea: Moving upstream is focusing on preventing problems. It involves looking for issues
before they become problems.
When you spend years responding to problems, you can sometimes overlook the fact that
you could be preventing them. (2)
Downstream actions react to problems once they’ve occurred. Upstream efforts aim to
prevent those problems from happening. (3)
Actions:
1. Consider Upstream - we are experts at solving
problems - but it comes at a cost. How do we
shift our focus upstream?
2. Determine who has the power? Do you? Who’s
can act upstream?
3. An ounce of prevention is better than a pound of
cure.
Page | 7Issue 9, 17 August 2020 THE SPARTAN LEADER
Chapter 2: Problem Blindness
Big Idea: Problems are always there; it’s just that sometimes we can’t see them.
Learning to see how the system can cause problems, and you can discover a way
to remove problem blindness.
When we don’t see the problem, we cant
solve it. (23) or the That’s just how it is - so
no one questions it. (24)
“Every system is perfectly designed to get the
results it gets.” (26)
Actions:
1. Admit your Blindness - Own up to the fact that there are problems you’ve been blind to
and issues that could use a closer look.
2. Pay Better Attention
3. Examine Your Systems – Is your focus blinding you to other problems?
Chapter 3: A Lack of Ownership
Big Idea: Sometimes a problem isn't your responsibility, but that doesn't mean you cant take
ownership and, in doing so, change the world.
The first force, problem blindness, means: I don’t see the problem (or this problem is
inevitable). A lack of ownership means that the parties who are capable of addressing a
problem are saying, That’s not mine to fix.
Actions:
1. Identify Ownerless Problems
2. Examine Your Abilities - what have you just accepted? What can you impact?
3. Own the Problem
Chapter 4: Tunneling
Big Idea: When overwhelmed by problems, tunneling helps you focus, but it also ensures
that the problems keep coming. Learn to focus on the source, and you eliminate problems
before they can overwhelm.
“Researchers have found that when people experience scarcity—of money or time or mental
bandwidth—the harm is not that the big problems crowd out the little ones. The harm is that
the little ones crowd out the big ones.” (59)
When your emphasis is Always Forward, Forward, Forward… you never stop to ask whether
you’re going in the Right Direction (63)
Actions:
1. Measure Your Resources.
2. Find Your Slack - space or time that can help you tackle problems at a higher level.
3. Evaluate Your Direction - Make sure that the road ahead is leading to where you want to
end up.
Upstream by CPT Beeson Page | 8Issue 9, 17 August 2020 THE SPARTAN LEADER
Lessons Learned from Hollywood
By LTC Paul Smith, Battalion Commander
Black Hawk Down – by Ridley Scott
America’s involvement in Mogadishu, Somalia began as a
humanitarian relief mission but quickly evolved into the most
intense conflict that Americans had faced since Vietnam. Black
Hawk Down captures that feeling and, in the process, imparts
several leadership lessons still applicable to young leaders
today.
The first lesson comes before the battle even begins. The night
before the main mission, a raid, Second Lieutenant John Beales
has an epileptic seizure which forces Staff Sergeant (SSG) Matt
Eversmann to serve as chalk commander. This highlights the
need for junior leaders to have an in-depth understanding of the
mission and the role of their immediate supervisors.
Black Hawk Down also shows how important studying the
operational environment is in mission planning. Lieutenant
Colonel (LTC) Danny McKnight mentions the difficulties with
heading into a marketplace completely under the control of
General Mohamed Farrah Aidid and his militia, which gave him
the advantage of interior lines of communication. LTC McKnight
also knew that going during daylight, when the Somali
militiamen were likely to be more aggressive due to their use
of khat, an organic stimulant, would increase his unit’s risk.
SSG Eversmann demonstrated his understanding of the
environment when he directed ground movements during prayer
time, to reduce the likelihood of enemy engagement.
Developing an understanding of the culture is vital in planning,
and, when done right, identifies risks and provides chances to
exploit enemy weaknesses in battle.
Finally, the movie shows the visceral and ever-changing nature
of fighting in urban terrain. By 2030, sixty percent of the world’s
population will live in urban areas. This means it is highly likely
that any combat which new leaders will face will require fighting
in an urban environment.
Learning these lessons early will pay dividends for young
leaders during their careers.
Page | 9Issue 9, 17 August 2020 THE SPARTAN LEADER
Thank You
Thank you for reading the 9th edition of The Spartan Leader.
Request for Submissions: In order to make this the best
resource possible for developing Leaders, we ask that if you have
any content you would like to share that will help to develop others
in the Battalion that you send them to the S3/editor (CPT Keith
Beeson).
Resources:
A free discounted e-books email subscription: https://www.bookbub.com/welcome
Editor
CPT Keith Beeson, 61st Quartermaster Battalion S3
Keith.D.Beeson.mil@mail.mil @keithbeeson
Contributors
LTC Paul Smith, 61st QM Battalion Commander
CPT Keith Beeson, 61st QM Battalion S-3
61st Quartermaster Battalion Leadership
Battalion Commander Battalion Command Sergeant Major
LTC Paul W. Smith CSM Keysa L. Chambers Page |10You can also read
