TWI PROFILES
TWI PROFILE: LTC MARK HENDERSON, CISCO SYSTEMS INC.
IT’S ALL ABOUT RELATIONSHIPS
It’s a basic premise—common sense really, but more easily said than done—that cultivating relationships is a learned skill, not an innate one. Some of the most successful professionals hone their people skills because they keenly understand that their success relies on the team. In the Army, leader development pro- grams focus heavily on team building.
For LTC Mark Henderson, the Training with Industry (TWI) program was an opportunity to develop his people skills and learn to build relationships while immersed in a completely dif- ferent, almost foreign culture. For those who make the most of the TWI opportunity, the payoff is invaluable experience that can’t be “learned from a book,” said Henderson.
“One of the most valuable experiences I will take away from this program is the reaffirmation of the value of both people and strong professional relationships. Working together in a proactive and positive manner really does make a difference.”
AN EYE-OPENING EXPERIENCE, DOWN TO THE SHOES
“A year is enough to scratch the surface—I wish it were more, but a year will do,” Henderson said.
Before his TWI rotation at Cisco Systems in Herndon, VA, Henderson had also served as an officer and an enlisted Soldier through overseas deployments, earning two Bronze Star medals along with other awards and recognition from the Army’s most senior leaders. He is no stranger to the importance of relationships and working with teams, but his year at Cisco was eye-opening—not just for him but his new colleagues as well, he said.
“I wanted to experience what it was like to walk a mile in the shoes of industry, get a feel for Cisco’s business and strategy in several areas and better understand their culture.”
Cultural differences from clothes to language were quickly apparent to Henderson when he started his fellowship last sum- mer. “One of the first things I realized was that I needed to update my wardrobe with appropriate civilian business attire.”
With time and updated attire, and resisting the urge to speak in military jargon, he adjusted to Cisco’s highly mobile and distrib- uted workforce and realized his expectations.
FINDING SIMILARITIES IN THE DIFFERENCES Henderson noticed many similarities between the military and Cisco, including ways to motivate and incentivize employees and the never-ending need for good staff work, in addition to the importance of professional relationships. Dedication to the mission, a strong work ethic and strong organizational culture were other key similarities.
“As much as it is true in the military, it is also true in business: Organizations are made up of hardworking and dedicated professionals,” he said.
“We get the best and the brightest in this program, and the best part of it is, they’re human. Tey’re all different, they all
come with different personalities, and they all come
with different ideas in their approaches to business,” said Jim Lien, who is responsible for Cisco’s TWI program in addition to all the service delivery that Cisco does for the Army,
“Tat’s good for our folks inside the industry world, the vendor world to see as well, that they’re just quality folks, hardworking, they put their noses down just like everybody else when the time comes. And when folks on this side of the world see that quality, it just reinforces how important it is that we do the right things for [Soldiers], that we give them the best capability that supports them and helps them come home,” Lien said.
Henderson also experienced differences between the military and corporate worlds, including the culture of fluidity in Cisco’s workplace, the pervasive availability of technology down to the average employee and the company’s focus on generating revenue.
“Cisco’s business strategy and alignment of resources to manage customers and seize opportunities are impressive,” Henderson said. One thing he found surprising was how in tune Cisco
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Army AL&T Magazine
July–September 2014
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