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Due to the onset of COVID-19, classrooms around the world had to drastically change the way they do business. The Army classroom followed suit by embracing the worldwide move to a virtual learning environment to engage its students around the globe.
Junior enlisted soldiers stationed near Kaiserslautern, Germany, are taking part in the first virtual Basic Leader Course being taught in 20 different classrooms across four countries in Europe by instructors with the 7th Army Noncommissioned Officer Academy out of Grafenwoehr, Germany.
Although the primary blocks of instruction are being taught virtually, two Army Reserve noncommissioned officers from the 7th Mission Support Command volunteered to fill all the hands-on leadership gaps as assistant instructors for their students attending the class in Daenner Kaserne, Kaiserslautern, Germany.
Teleconference Teaching Army Staff Sgt. Austin Fischer, an instructor with the 7th Army Noncommissioned Officer Academy in Grafenwoehr, Germany, teaches a block of Basic Leader Course instruction to students over video teleconference in Kaiserslautern, Germany, April 21, 2020. The first four-week virtual Basic Leader Course for junior enlisted soldiers is being led by the 7th Army Noncommissioned Officer Academy and has both reserve and active-duty students collaborating online from 20 classrooms in four countries across Europe. Share: Share Copy Link Email Facebook X LinkedIn WhatsApp Download: Full Size (1.27 MB) Photo By: Army Sgt. 1st Class Joy Dulen VIRIN: 200421-A-DG163-247
The Basic Leader Course is a required four-week Army leadership course for junior enlisted soldiers who are working to become sergeants. Though it's never been done virtually with locally based assistant instructors, training leaders is nothing new for these 7th Mission Support Command noncommissioned officers, who worked together previously as instructors at the Fort McCoy Noncommissioned Officer Academy in Wisconsin.
''Basic Leader Course requires more hands-on [training], so I think it's been working well with me and Sergeant 1st Class Chefan, because we have the experience as BLC instructors, and we know what's expected,'' said Army Sgt. 1st Class Roi Cavan, the human resources noncommissioned officer in charge with the 361st Civil Affairs Brigade, 7th Mission Support Command, and Basic Leader Course assistant instructor. ''That's the part with leadership, where we need to be here physically. We need to be with the students, because how are they going to get that experience of becoming an NCO without experiencing it through a training environment.''
Abiding by local social distancing guidelines, students in the Daenner Kaserne class are still being evaluated on many different types of leadership roles, from formations and marching to classroom cleanliness.
''I think it's cool to be here in Germany with the first virtual BLC for class instruction,'' said Army Spc. Nicholas Hpkins, a biomedical equipment technician with U.S. Army Medical Center Europe, and a Basic Leader Course student. ''But when we're here, we still have that in-person leadership that helps us develop.''
''You don't really get to lead and train troops all the time, but we're going back to the basics here where we can build that foundation of what an NCO is supposed to be,'' Cavan said. ''And we're hitting both components, active and reserve, so that's really awesome.''
Working closely with the Fundamentals in Laparoscopic Surgery (FLS) committee, Harvard Medical School and Tufts University, this project aims at developing and validating a virtual reality simulator for the FLS tasks (peg transfer, pattern cutting, ligating loop, suturing with intracorporeal and extracorporeal knot tying).
Surgical Suturing (SS) is one of tasks in FLS (Fundamentals of Laparoscopic Surgery) for practicing intracorporeal suturing skills with laparoscopic graspers. A virtual basic laparoscopic skill trainer (VBLaST) has been developed to provide a tool for computerized objective assessment. VBLaST-SS allows surgical suturing (SS) to be performed within a virtual environment. The novel computer software has been coupled with innovative hardware intefaces. Performance metrics are recorded in real time and automatically evaluated in terms of completion time, and errors during cutting.
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Those of you who have been with me for a while know that leadership is an important topic to me and in several articles, I have discussed what good leadership looks like and what qualities it takes to lead a team in difficult times. With COVID-19 still dominating all areas of our lives and requiring us to work from home, new questions have been on my mind for some time: How has the way we lead changed in times of remote working? What characterizes this new "virtual leadership"?
With my new three-part leadership series, I would like to explore these questions. In addition to my own experiences over the past year, I've reached out to my Managing Directors around the world for their input. Even though I know I have great leaders at OC, I have been amazed at their creativity, as well as their empathy while navigating this difficult time.
"We trust each other" is OC's first leadership principle, and it becomes even more important in a remote and virtual context. Trust is a sign of respect and an important motivator. The key to building trust is, on the one hand, open, transparent, and authentic communication combined with the reliability of a leader. On the other hand, trust is built especially when working from home, among other things, by giving employees the freedom to organize their day between work, family, housework, sports, and leisure themselves.
Camaraderie is one of the strongest human emotions, and within a team, the leader acts as an important link to create camaraderie. Teams with a true sense of camaraderie can overcome any situation. To maintain a sense of camaraderie over the past year, we've adapted some of our team habits at OC, such as having coffee, lunch, or an after-work beer together. Our HR team has even done virtual yoga sessions together!
In military tactics, each commander on the front line is given the freedom to act within the framework of the common objective. This leads to quick decisions along the chain of command from headquarters to the field - an excellent example of virtual leadership!
We are not in the military, of course, but our leadership methodology follows the same principles with the same efficiency. Since we are not able to coordinate on every decision in every project due to the distance, we encourage each team member to act as his/her own superior and do what is best in his/her eyes without prior coordination. The decisions are later analyzed and discussed in the regular meetings to continuously improve decision making.
One of our Managing Directors has a wonderful concept for the production site in his region. It's called the "Gemba Walk." Each day, he visits the OC production site and randomly selects a team to talk with more closely to develop a better understanding of the situation on the shop floor and establish an open communication. In the virtual context, the Gemba Walk became the Gemba Talk. Every day, the Managing Director picks up the phone and talks to random team members to see how they are doing and if there is anything, we can help them with from an organizational perspective. For the MD, the effort is minimal, but it shows a great deal of solidarity with the production workers, which is especially appreciated by the younger colleagues.
In virtual meetings, you usually see what the other person wants you to see. Facial expressions, gestures, body language and a direct look in the eye are all missing, making it difficult to know what an employee is really feeling. This makes it all the more important to create an environment of trust, to stay in touch, to take time for them and, above all, to listen carefully to what they are telling you.
A highly efficient way to stay in touch is through social media. At OC, for example, we have various WhatsApp groups and team chats to share industry news and interesting facts, as well as jokes, throwback pictures of team members from the past, birthday and anniversary wishes. Serious topics and escalations are deliberately excluded to further bond the teams and ensure that no one feels alone or left out, even if the whole country is on lockdown.
OC China: "China is a more collective culture. On normal days, people tend to work at their own pace and get things done, but when an emergency arises, we can immediately feel this collective force that makes it easy to tackle a challenge. Under pressure, we are even more focused and work even more closely together. We set ourselves clear milestones and pursue them with determination. Another benefit: Transparency in communication has become even more important to us in the past year, and everyone is aware of the negative impact that can occur when necessary information is not clearly communicated. All of this along with trust are, in my eyes, the most important factors for successful virtual leadership."
The key learnings and regional specifics show that close #connection, #communication, #trust and #empathy are the basic factors for successful virtual leadership. So, a leader's soft skills matter even more in this new world of remote working. Skills that can't be learned from a book but can be developed by continuously applying them and actively asking for feedback.
We offer virtual classes, including Basic Manners and Reactive Dog Toolkit, that meet via Zoom, so you can join from the comfort of your home. Some of our offerings, Cat Class and Separation Anxiety class, are best for learning when done at home. Others add convenience for busy people, no need to fight traffic or find a sitter for the kids.
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