SOFT SKILLS TO BATTLE A TOUGH ENEMY
STRONG LEADERSHIP
One of the first things Brig. Gen. Vincent F. Malone did after the pandemic hit was to establish a working group to develop JPEO A&A’s COVID-19 Preparedness and Response Plan.
VIRTUAL TIES
JPEO A&A Chief of Staff John Curran started monthly virtual meetings to allow workers to interact, see each other and boost social connection.
IMPACT TRACKER
Chris Grassano, the deputy JPEO A&A, and other leaders started tracking the impacts of COVID-19 on the industrial base and individual programs.
Office for Armaments and Ammunition (JPEO A&A), Brig. Gen. Vincent F. Malone established a working group to develop the JPEO’s COVID-19 Preparedness and Response Plan.
“Our working group,” Malone wrote, “will continue to refine this document as we develop and implement control measures to minimize the risk of exposure in the workplace. As the Army transitions to operate in a COVID-19 environment, your safety remains our highest priority!” Malone committed himself to provide weekly updates “as we refine our plans for safe opera- tions in a COVID-19 environment.”
WHAT DID THE ARMY DO GREAT? I want to focus on three positive outcomes that resulted from this global pandemic and benefited the Army Acquisition Workforce. Despite the challenging environment, there were considerable opportunities for Army organizations. One such opportunity was to construct flexible procedures including telework and virtual measures. Granted, originally there was no other choice but to telework. As time passed, though, leaders realized that effi- ciency and effectiveness increased. Tis was because of several
130 Army AL&T Magazine Winter 2021
contributing factors. First, for those who could telework, their commute was eliminated and, with that, their traffic frustra- tions. Did it affect our work input before? My former commute was about 25 minutes, but now and then an accident or an unex- plained backup at the gate would double that. Sometimes more. I’d get into the office frustrated and needing to catch up. Tat hasn’t happened now in most of a year.
Our workdays changed. Te workday was no longer constrained solely by hours. Instead, while we have to work our regular hours, we can base our approach more on task completion. While this may be good or bad or both, it allowed for greater flexibility when managing tasks. It also reduced stress related to falling behind schedule and coming home late from work. Tere is also a bene- fit in reducing commute-related expenses. We like to save money. For me, the elimination of this expense and other aforementioned stressors resulted in greater inner peace and improved efficiency.
SELF-IMPROVEMENT BY TELEWORK One of the studies I analyzed for my doctoral research, “Emotional intelligence. A catalyst for inspirational leadership
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