COMMENTARY
and management excellence,” by Parvesh K. Chopra and Gopal K. Kanji, delivered evidence that emotional intelligence is responsible for managing stress through logic, reasoning, planning, learning and thinking. It was likely to improve prob- lem-solving and increase the desire to get involved in organizational objectives. According to the authors, reduction in the level of stress may be linked to increased emotional
intelligence, which “has
immense significance and relevance for self-emotional management, development of human potential, relationship manage- ment at home and work, teamwork … job performance, organizational development, creativity and innovation.”
Perhaps the most important benefit of tele- working was the peace of mind many of us had in knowing that we could continue to work and minimize our exposure to COVID-19 at the same time.
Dr. Jarrod Sadulski, faculty member in criminal justice at the American Military University in West Virginia, works with service members and can shed some light on the importance of reducing COVID- related risks. In an article, “Coronavirus: Advice on Teleworking for Servicemem- bers,” he wrote that “by reducing the need to leave home, teleworking enables service- members to limit contact with others, thereby slowing the spread of the corona- virus pandemic. In addition to protecting servicemembers and their families, tele- working protects an entire military unit and its workforce,” which directly affected the production rate and increased effec- tiveness.
When Army leaders realized the benefits of teleworking, they made an informed and educated decision to continue with measures that assure everyone’s safety and prevent the mission from fail- ing—a decision that counterbalanced
the virus effectively and successfully. While COVID-19 has no respect for gender or age, Army leaders have shown increased respect for human dignity and safety by implementing strategies that calmed emotions and eliminated anxiet- ies associated with depression and poor
mental health.
RESILIENCE AND STRENGTH Te second great positive was that, in this new environment, creativity kicked in. Army leaders partnered with indus- try to ensure their organizational health and continuity. I found it fascinating how social we are. We can create a future just by talking about it. People meet and come up with a concept and then make it happen. “Our mission of delivering materiel capa- bilities to the warfighter is accomplished by the total force, including military, civil- ian and defense industrial base partners,” said Dr. Bruce D. Jette, the assistant secre- tary of the Army for acquisition, logistics and technology and the Army acquisition executive. Keeping defense companies healthy and well-functioning is critical to achieving our mission. To that extent, Jette made it clear that “the resiliency and strength of our team is a national asset and is critical to our Army’s ability to meet mission requirements around the world. We must do what we can to support it.”
At JPEO A&A, leaders including Malone, Chris Grassano, the deputy joint program executive officer, and JPEO A&A Chief of Staff John Curran and many others, did exactly that. They started track- ing the COVID-19 industrial base and programmatic impacts on a weekly basis to ensure proactivity and support for our industry partners. Troughout this process, we have seen temporary closures resulting from state directions, loss of non- government income, COVID-19 cases in manufacturing buildings, test delays because of travel restrictions, 20 to 30
percent absentee rates in some companies and reduced production. Te government teams closely monitored these risks. JPEO A&A teams worked with industry partners to develop response plans and to address existing issues. Midway through the year, we started seeing more potential COVID- 19 issues resolved. Te rate of success was definitely increasing.
COMMITTED EMPLOYEES Malone leads JPEO A&A with business in mind. In one of his messages to the JPEO A&A workforce, he emphasized the importance of tracking these impacts and effectively addressing them so we can ensure continued delivery to the warfighter. Malone provided strategic direction and built appropriate organizational infrastructure to guarantee success. At JPEO A&A, we have witnessed not only leadership at its best, but also leadership marked by high emotional intelligence that resulted in increased motivation, production, effectiveness and great teamwork. In an article from Organizational Dynamics in 1985, “Leadership: Good, better, best,” Bernard M. Bass talked about leaders who challenge the status quo to improve organizational
Some of us
might have even experienced cognitive
dissonance while attempting to discern everything 2020 had to offer.
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