SUPPORTING THE FUTURE FORCE
to our success, and enhances our ability to provide warfighters the capabilities they need.”
Close came to acquisition through the Army’s Voluntary Trans- fer Incentive Program, after spending 10 years as a transportation and logistics officer. “While serving as a capability development officer at the [U.S. Army] Combined Arms Support Command at Fort Lee, [Virginia] I learned some basics about acquisition, and decided that applying my knowledge and experiences as a trans- portation and logistics officer in a unique and challenging career field was something that interested me,” he explained. “What I find most satisfying about being part of the Army Acquisition Workforce is serving on a team of government and industry lead- ers, all of whom are empowered to address critical challenges.”
He joined PEO CS&CSS a little more than a year ago, after completing the requisite coursework. “Te instructors, staff and leaders responsible for the Army Acquisition Professionals Course in Huntsville, Alabama, are outstanding,” he said. “Te course provides an excellent opportunity for new acquisition officers and noncommissioned officers transitioning from the operational Army to learn in a very professional and supportive environment.”
His advice for new acquisition officers in their first assignments is to focus their efforts on two main objectives: learning about their new assignment, and providing as much value for their team as possible. “I think the foundation for achieving both of these objectives is asking good questions—and asking them often. Doing so will to teach you something about your new career field, and will often help you lead your team toward solving a partic- ularly challenging problem.”
He noted that one of the most important lessons he has learned so far “is the value of understanding and mapping out your organi- zation’s communication networks and spheres of influence. Tis goes far beyond organizational structure and chain of command. As a new acquisition leader, you need to learn not only how the people within your organization communicate and influence each other, but also how they engage with others in outside agencies as well,” he said. “Te people with the most influence or commu- nication reach are not always obvious, and they are not always
PAYING ATTENTION TO DETAILS
Close during a 2016-2017 trip to Afghanistan. (Photo courtesy of Maj. John Close)
in formal leadership positions. People outside your organization will have a great impact on your program, so it’s important to identify and learn how to communicate effectively with them.”
It’s also important to accept what you don’t know, Close said. “I knew, coming into this assignment, that I wasn’t the technical or subject matter expert; my contribution is leading teams of people. Anyone who wants to make an impact in a position like this one needs to have a positive track record of serving in a range of lead- ership positions, leading different groups of people on different kinds of projects.”
Another thing he has learned is that his decisions make a differ- ence. “Even though programs have long life cycles and my assignment is likely to be relatively short in comparison, I still make decisions that have an impact on the program. To do that, it’s important to focus on providing value to the organization. Busy doesn’t always mean productive, and I’m trying to stay mindful of what’s important, what brings value to the warfighter and what moves the project in the right direction.”
—SUSAN L. FOLLETT
https://asc.ar my.mil
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