WORKFORCE
Today, he is an Acquisition, Logistics and Technology NCO with the 411th Contracting Support Brigade, Camp Humphreys, Korea, having just transitioned from the 923rd Contracting Battalion at Fort Riley, Kansas. He has had the opportunity to mentor younger Soldiers throughout his time in the service, and he typically offers a piece of advice that was once given to him. “It’s the P-I-E concept,” he said. “A theory introduced by Harvey J. Coleman in the 1990s, which suggests that success is based 10 percent on performance (P), 30 percent on image (I) and a whopping 60 percent on exposure (E).” While performance is obviously necessary, Coleman said it was not sufficient. In fact, since performance is expected, then image and exposure are the things that set you apart. Image is how you perceive yourself and how others perceive you, and exposure refers to your interactions with colleagues, leaders and other stakeholders.
“Find ways to increase the number of interactions you have with your immediate senior leadership, service members and civilians from other MOSs and branches, and within the vast acquisition field,” he said. “Te formal interaction is where you are usually measured, but the informal is where you are finally judged. In our career field, exposure and relationship-building with other fields are key to mission accomplishment. We all know how difficult it can be to translate regulations to a requiring activity who has no idea who we are, what we do or why we do it a certain way. So, get started early on building those relationships—formally and informally.”
“Inclusive leaders tend to create collaborative and understanding environments.”
And this is not an abstract idea for Nicholson—he has the lived experience to support that advice. After making the transition to his first acquisition assignment in Korea in 2012, he was mentored by a more experienced Army civilian, who has since become a close friend. “He taught me the art and science of contracting,” Nicholson recalled. But he also learned about the true mean- ing of inclusion. “By watching his interactions with the Korean local nationals and other military personnel, I came to appreci- ate why inclusion and diversity are so important.” People often hear the word “inclusion” and think about race, gender or sexual orientation, but Nicholson believes it’s a much broader concept. “Inclusive leaders tend to create collaborative and understanding environments,” he said. “Tis includes articulating an authentic commitment to diversity of thought. It’s about humility, aware- ness of bias, an open mindset and a deep curiosity about others, as well as empathy and cultural intelligence, empowering others and focusing on team cohesion.”
Nicholson, the lifelong learner with endless curiosity, said his greatest professional satisfaction as a member of the Army Acquisition Workforce is that he has found that kind of inclu- sive leadership within the Army Contracting Command. “I’ve witnessed an unfettered commitment to inclusion and diversity here,” he said. “While no organization is perfect, I feel it takes a very committed and conscious effort to ensure inclusion and diversity are celebrated, and I applaud my leaders for that.”
—ELLEN SUMMEY
PURPLE HEART HONOREE
Nicholson received the Purple Heart Award at Bagram Airfield, Afghanistan, May 16, 2017, for injuries suffered during an attack on the installation on Nov. 12, 2016. (Photo by Sgt. 1st Class Eliodoro Molina, U.S. Forces Afghanistan)
https://asc.ar my.mil
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