Archive
Video Library
Broadcast
Broadcast Schedule
Channel Locator
Affiliates
Daily Streaming Schedule
About
About the Ohio Channel
Frequently Asked Questions
Contact Us
Job Opportunities
Site Requirements
Media Information
A SERVICE OF OHIO'S PUBLIC BROADCASTING STATIONS
A SERVICE OF OHIO'S PUBLIC BROADCASTING STATIONS
ARCHIVE
BROADCAST
ABOUT
Total Views
85,636,148
Total Views
85,636,148
Broadcast Schedule
Channel Locator
Affiliates
Daily Streaming Schedule
About The Ohio Channel
Frequently Asked Questions
Contact Us
Job Opportunities
Site Requirements
Media Information
Ohio Department of Administrative Services - Perspectives - Celebrate USA Diversity Month: A Conversation with Major General John Harris
Expand
July 27, 2022
07-27-2022
164 Views
Audio Only
Share
Start At
sec
End At
sec
Link
Embed Code
Available Versions
Collections
Ohio Department of Administrative Services
Description
Events sponsored by the Ohio Department of Administrative Services
Markers
Transcript
There are no markers for this video.
00:00:00
Good afternoon.
00:00:08
Good afternoon, everyone.
00:00:11
Thank you for joining us
00:00:11
for this month's
00:00:14
Perspective series.
00:00:15
I've been looking forward
00:00:15
to this event
00:00:18
actually since we started
00:00:18
this Perspective series.
00:00:20
So I'm very pleased to
00:00:21
have our special guest with us
00:00:21
today.
00:00:24
July is a busy month for sure.
00:00:27
Not only is this month
00:00:27
full of vacations and outdoor
00:00:30
activities, including visits
00:00:30
to our beautiful state parks,
00:00:35
fairs and many festivals,
00:00:35
it's also National Minority
00:00:39
Mental Health Awareness Month,
00:00:39
as well as celebrate
00:00:42
USA Diversity Month
00:00:42
and opportunity to celebrate
00:00:46
the broad diversity
00:00:46
that makes up Ohio culture.
00:00:50
One highly anticipated
00:00:50
summer activity in Ohio
00:00:54
is the Ohio State Fair,
00:00:54
which coincidentally opened
00:00:57
this morning.
00:00:58
You'll
00:00:58
excuse my casual apparel.
00:01:01
I hope so.
00:01:03
But our special guest
00:01:03
today, Cheese, obviously,
00:01:06
he always looks great.
00:01:07
We're standing next to him.
00:01:08
And any picture you
00:01:09
you want to move away because
00:01:09
he always likes pin perfect.
00:01:14
I had
00:01:14
the pleasure of spending
00:01:14
some time at the state
00:01:16
fair this morning
00:01:16
with Governor DeWine,
00:01:18
Lieutenant Governor
00:01:18
Hugh Stead, Virgil Strickler,
00:01:22
and others,
00:01:22
members of the cabinet
00:01:22
as we open the state fair.
00:01:25
I encourage all of you to
00:01:25
get out, go to the state fair.
00:01:30
I do believe it is one of
00:01:30
Governor DeWine's favorite
00:01:34
activities, things
00:01:34
in life behind
00:01:37
maybe his grandchildren
00:01:37
and baseball.
00:01:39
It ranks right up there
00:01:39
So please go to the fair.
00:01:44
You'll enjoy the many
00:01:46
exhibits in state agencies
00:01:46
that have boosts there.
00:01:50
The natural resources park.
00:01:51
There's
00:01:51
just so many things to see.
00:01:53
I also had the pleasure
00:01:53
of spending time
00:01:55
at the state fair this morning
00:01:56
with our guest speaker
00:01:56
for this event.
00:01:59
So pleased to welcome
00:02:02
Ohio Adjutant General Major
00:02:02
General John C Harris Jr.
00:02:06
For what
00:02:06
we're calling a TED style talk
00:02:09
in recognition of Celebrate
00:02:09
USA Diversity Month.
00:02:13
I hope you are excited
00:02:13
to hear his thoughts as I am
00:02:16
on leadership, patriotism
00:02:16
and leading through diversity.
00:02:21
Adversity, among other topics.
00:02:23
I've had the privilege
00:02:23
to work alongside him
00:02:27
in some very tough and trying
00:02:27
times,
00:02:29
and I am just looking forward
00:02:29
for him to share his thoughts
00:02:33
with all of you.
00:02:35
General Harris.
00:02:35
His career spans
00:02:35
more than 40 years in the Ohio
00:02:39
National Guard,
00:02:39
which I can't believe I.
00:02:42
I thought that was a typo.
00:02:45
He began
00:02:45
his military career in 1981
00:02:48
when he enlisted in the Ohio
00:02:48
Army National Guard.
00:02:51
He received a commission
00:02:51
in 1984 through officer
00:02:55
candidate school.
00:02:56
General Harris has commanded
00:02:56
at the platoon detachment
00:02:59
company and squadron levels
00:03:02
while serving in staff
00:03:02
assignments at the battalion
00:03:05
squadron and joint force
00:03:05
headquarters level
00:03:10
Recent assignments
00:03:10
include Chief of Staff
00:03:13
for Joint Force Headquarters.
00:03:15
Deputy Chief of Staff
00:03:15
for Personnel,
00:03:17
Joint Force Headquarters
00:03:17
and Commander of Task
00:03:20
Force Lancer in Kosovo.
00:03:23
As Adjutant General,
00:03:23
he serves as Governor
00:03:25
Mike DeWine's
00:03:25
Principal Advisor
00:03:27
on all National Guard
00:03:27
procedures
00:03:29
and is responsible for both
00:03:29
federal and state missions.
00:03:34
The Ohio National Guard he
00:03:34
commands consists of the Ohio
00:03:37
Army National Guard Ohio
00:03:37
Air National Guard,
00:03:40
Ohio Military Reserve and Ohio
00:03:40
Naval Militia
00:03:44
totaling
00:03:44
more than 16,000 personnel.
00:03:47
Thank you, General Harris.
00:03:49
For your continued service
00:03:51
and for being here today
00:03:51
to share your insight. And
00:03:53
please join me in welcoming
00:03:53
my friend and colleague.
00:03:57
General John C. Has
00:04:08
the role.
00:04:10
After all the deployment
00:04:15
makes me nervous.
00:04:16
John makes me
00:04:16
even more nervous when I
00:04:20
go hundred 43 years.
00:04:23
I do this
00:04:23
and I will play again.
00:04:25
I'm not sure that your version
00:04:25
is from my past.
00:04:30
I'm just going to argue
00:04:30
about four years of.
00:04:32
Experience
00:04:32
watching leaders and leaders
00:04:35
and share my thoughts
00:04:35
about how we.
00:04:38
Had a lot to do.
00:04:39
To make
00:04:39
the state of Ohio better.
00:04:43
General, do you
00:04:43
mind switching me microphones
00:04:46
getting a little closer
00:04:46
to this? OK.
00:04:50
Better
00:04:52
OK, so we're facing high
00:04:52
unemployment.
00:04:54
High or I'm sorry,
00:04:54
shortages of staffing due
00:04:58
to due to employment.
00:05:00
We're high inflation
00:05:03
high rising
00:05:03
prices, high gas prices.
00:05:06
We're looking
00:05:06
at a very aggressive Russia.
00:05:08
We're looking
00:05:08
at a rising China.
00:05:10
Oh, by the way,
00:05:11
there's never been
00:05:11
a time in history
00:05:12
when there's been a dominant
00:05:12
power and a rising power
00:05:14
when there hasn't
00:05:14
been conflict.
00:05:16
So my question is,
00:05:16
are we a country in crisis?
00:05:21
And I ask that question
00:05:23
because it really is crisis
00:05:23
is a matter of perspective.
00:05:26
And I want to talk a little
00:05:26
bit today about how we
00:05:30
deal with adversity
00:05:30
leading through adversity,
00:05:32
leading through crisis
00:05:32
because because crisis
00:05:35
is not necessarily
00:05:35
binary, right?
00:05:37
We don't necessarily
00:05:38
think we're
00:05:38
in crisis or out of crisis.
00:05:41
But there
00:05:41
are phases of crisis.
00:05:43
And I will submit to you
00:05:43
that at any given time,
00:05:47
members of our population,
00:05:48
sometimes we as a nation truly
00:05:48
are in a state of crisis.
00:05:52
But I'll ask this question.
00:05:56
Does leadership in crisis
00:05:56
really change?
00:05:59
Does it have to change
00:06:01
I'll cheat.
00:06:01
I'll tell you the answer.
00:06:03
No leadership is leadership.
00:06:06
The way we prepare
00:06:08
our organizations for crisis
00:06:11
can be very different.
00:06:14
Our reaction and our response
00:06:16
during cross crises is 100%
00:06:16
reliant upon
00:06:20
how we lead our organization
00:06:20
going into crisis.
00:06:24
The Army,
00:06:24
which I believe after reading
00:06:26
bazillion leadership books,
00:06:28
I truly believe the Army's
00:06:28
gotten it right in
00:06:30
its definition of leadership.
00:06:32
And it's this
00:06:34
Leadership is the process
00:06:34
of influencing people
00:06:38
by providing purpose,
00:06:38
direction, and motivation
00:06:41
to accomplish the mission
00:06:41
and improve the organization.
00:06:45
And that last part important
00:06:47
to accomplish the mission
00:06:47
and improve the organization.
00:06:51
So if that statement
00:06:53
process of influencing people
00:06:53
by providing purpose,
00:06:55
direction, motivation
00:06:55
to accomplish the mission
00:06:57
and improve the organization,
00:06:57
what would you think
00:07:01
were the most important words
00:07:01
in that statement?
00:07:04
If if you had to pick one
00:07:08
influence and who said that?
00:07:10
I like that.
00:07:13
And and I think
00:07:13
it's in the top two
00:07:17
and I'll tell you why,
00:07:17
because most leaders
00:07:21
tend to focus on the
00:07:21
by providing direction
00:07:25
piece of motivation
00:07:29
Leadership is providing
00:07:29
direction.
00:07:31
I'll submit to you that's the
00:07:31
easy piece of leadership.
00:07:36
We have to influence people
00:07:36
by providing direction
00:07:39
and purpose and motivation.
00:07:43
And frankly, for me,
00:07:43
my favorite word
00:07:44
in that statement now has
00:07:44
very quickly and I'm sorry,
00:07:49
has over the years.
00:07:51
And I confess and each time
00:07:51
I very quickly go back to that
00:07:54
being the most important word
00:07:54
in the statement purpose
00:07:59
because through purpose,
00:07:59
we empower the organization.
00:08:04
Purpose is the difference
00:08:04
between
00:08:06
being a transactional leader.
00:08:08
And being a transformational
00:08:08
leader.
00:08:13
A transactional leader
00:08:13
is a leader that says,
00:08:16
you do this and I will
00:08:16
I will reward you with that.
00:08:21
And in some cases,
00:08:21
transactional leadership
00:08:23
is 100% necessary.
00:08:26
I have a friend who runs
00:08:26
a distribution center,
00:08:29
and for him, transactional
00:08:29
leadership is, hey,
00:08:31
show up for work
00:08:32
the day
00:08:32
after you get your paycheck
00:08:34
and we'll give you a $25
00:08:34
bonus.
00:08:36
Sometimes
00:08:36
transactional leadership
00:08:39
is necessary
00:08:41
You meet these performance
00:08:41
metrics and you'll get this
00:08:44
annual bonus. That's
00:08:44
transactional leadership.
00:08:47
It's not a bad thing.
00:08:51
But if we truly, truly
00:08:51
want to lead high performing
00:08:54
organizations, we must become
00:08:58
transformational leaders.
00:09:01
And the difference between
00:09:01
transactional transformational
00:09:04
is purpose.
00:09:09
Unfortunately,
00:09:10
we find ourselves
00:09:11
in an environment
00:09:11
that tends sometimes
00:09:13
to lend itself
00:09:13
to transactional leadership.
00:09:15
I'll talk about this
00:09:15
in just a second.
00:09:17
But it's very difficult
00:09:17
in a virtual environment
00:09:20
to ascend
00:09:20
to transformational leadership
00:09:26
work in a virtual environment.
00:09:28
Unfortunately,
00:09:28
we have to resist
00:09:31
not not working
00:09:31
in a virtual environment,
00:09:33
but we have to find ways
00:09:33
to overcome that limitation.
00:09:36
Because it tends to keep us
00:09:36
transactional.
00:09:38
People ask each other
00:09:38
questions like this
00:09:40
How has performance
00:09:40
been affected by teleworking?
00:09:44
And the answer is generally,
00:09:44
ah, well,
00:09:46
we can look at how long
00:09:46
folks have been online.
00:09:47
We can measure.
00:09:48
We can measure
00:09:48
the number of transactions.
00:09:50
And we've seen there's
00:09:50
been no increased decrease.
00:09:52
And, and,
00:09:52
and for productivity,
00:09:57
that's transactional.
00:09:58
We're still doing
00:09:59
the same number of stuff,
00:09:59
the same iterations of stuff.
00:10:02
So we're still the same we're
00:10:05
achieving the same performance
00:10:05
as an organization.
00:10:07
So we have to be careful
00:10:07
about this
00:10:10
and we have to find ways
00:10:11
to overcome this
00:10:11
in this virtual environment.
00:10:12
That's
00:10:12
just an editorial statement
00:10:18
The limitation
00:10:19
with transactional leadership
00:10:22
is that in many cases
00:10:22
it inspires no one.
00:10:26
You will never achieve your
00:10:26
your full potential.
00:10:30
As an organization,
00:10:30
we will never achieve
00:10:32
our full potential.
00:10:33
In state government,
00:10:35
relying merely on
00:10:35
transactional leadership.
00:10:40
We must be
00:10:40
transformational leaders.
00:10:41
And what makes a
00:10:41
transformational leader,
00:10:43
a transformational leader
00:10:43
is that leader who can extract
00:10:48
the max potential
00:10:48
from the workforce.
00:10:51
A transformational leader
00:10:51
is a leader
00:10:54
who can
00:10:54
extract discretionary effort
00:10:57
from their team
00:10:59
to cause people
00:10:59
to want to do more
00:11:02
to inspire people,
00:11:02
to want to do their very best,
00:11:06
to cause people to want to be
00:11:06
intellectually engaged
00:11:10
in our collective outcomes.
00:11:14
And in order to be
00:11:14
a transformational leader.
00:11:17
We must we must talk about
00:11:21
providing direction
00:11:21
and purpose
00:11:28
because a purpose
00:11:29
is what empowers our workforce
00:11:29
and empowers our team.
00:11:32
In our absence,
00:11:35
transact No leadership
00:11:35
is industrial age.
00:11:38
I tell you what to do.
00:11:39
I'll tell you
00:11:39
how many widgets to make,
00:11:41
and I'll decide what
00:11:41
the plant floor looks like.
00:11:43
And I'll decide
00:11:43
when it's time for you
00:11:45
to go to the next step
00:11:45
in the process.
00:11:46
And I control everything.
00:11:48
In a transformational
00:11:48
leadership environment.
00:11:52
The entire team is invested
00:11:54
in the
00:11:54
outcomes of the organization.
00:11:57
The entire team feels that
00:11:58
they have the opportunity
00:11:58
to make that
00:12:01
that intellectual investment
00:12:03
in the organization
00:12:06
The difference is
00:12:06
transformational leadership.
00:12:09
It's personal.
00:12:11
It's hands on.
00:12:13
And it's dependent upon trust.
00:12:18
Because in a transformational
00:12:18
environment
00:12:20
and a
00:12:20
transformational environment,
00:12:23
I have to trust that
00:12:23
you have the best
00:12:25
interests
00:12:25
of the organization in mind.
00:12:28
That you can operate
00:12:28
in the absence of guidance
00:12:32
and that you're a person
00:12:32
with competence,
00:12:34
commitment and character.
00:12:38
If you bring competence,
00:12:38
commitment
00:12:39
and character to the team,
00:12:39
that means I can trust you
00:12:43
to accomplish the mission.
00:12:45
And it means I give you
00:12:45
the latitude mood
00:12:48
to innovate and to be creative
00:12:48
and to provide input.
00:12:52
My responsibility
00:12:52
as a transformational leader
00:12:55
is to create that environment
00:12:55
for my workforce to do that
00:13:00
And here's
00:13:01
providing
00:13:01
the difference between
00:13:05
direction and purpose and not
00:13:05
providing direction purpose.
00:13:08
And my parlance is something
00:13:08
as simple as go over there
00:13:11
and Occupy Hill, five,
00:13:11
six, nine.
00:13:15
If I tell a force to go Occupy
00:13:15
Hill five, six, nine,
00:13:17
they're going to go do that.
00:13:18
That's that's the direction
00:13:18
that's the task.
00:13:22
But if I empower them
00:13:22
with purpose,
00:13:25
go Occupy Hill five, six, nine
00:13:27
for the purpose
00:13:27
of eliminating the enemy
00:13:31
now, whether they get future
00:13:31
direction for me.
00:13:36
I could fall over
00:13:36
dead, quite frankly.
00:13:38
And they know exactly
00:13:38
what I need them to
00:13:40
to accomplish
00:13:40
with no additional guidance.
00:13:42
They understand my purpose
00:13:43
for the purpose
00:13:43
of destroying the enemy
00:13:46
and what transformational
00:13:46
leadership does,
00:13:48
what providing purpose does
00:13:48
is actually and also
00:13:51
it inspires my workforce
00:13:55
and it inspires
00:13:58
what we
00:13:58
call discipline, disobedience
00:14:03
because if that team gets
00:14:03
to Hill five, six, nine,
00:14:07
and the enemy is moved,
00:14:07
they have my permission.
00:14:10
I just empower them
00:14:11
to go where the enemy is
00:14:11
and destroy it.
00:14:15
Disciplined
00:14:16
disobedience
00:14:16
is a strong indicator
00:14:19
of a true transformational
00:14:19
leadership environment.
00:14:22
Does that make sense
00:14:24
If I give you
00:14:24
if I give you direction
00:14:27
and purpose,
00:14:27
you can accomplish anything
00:14:29
and you're empowered
00:14:29
to accomplish anything.
00:14:31
We talk about
00:14:31
Nasser in the sixties.
00:14:32
I love this example
00:14:35
but every person who worked
00:14:36
at Mass in the sixties
00:14:36
knew that
00:14:38
the job of Nasser
00:14:38
was to put a man on the moon
00:14:41
and return them safely. Right.
00:14:43
There was a workforce
00:14:43
with a purpose.
00:14:46
Every person
00:14:46
in that workforce,
00:14:47
from the person
00:14:47
who mop the floors
00:14:49
to the most advanced
00:14:49
scientists, knew
00:14:51
that the purpose
00:14:51
of their organization
00:14:52
was to put a man on the moon
00:14:52
and return him safely.
00:14:55
And I'll ask you,
00:14:57
what's what's the
00:14:58
man on the moon statement
00:14:58
for your organization?
00:15:03
Because if we can wrap
00:15:03
that purpose
00:15:05
around our direction,
00:15:08
we truly do empower
00:15:11
empower our workforce.
00:15:15
And we truly do empower,
00:15:16
again, what I call discipline,
00:15:16
disobedience.
00:15:19
I'm not talking about anarchy,
00:15:21
but putting the purpose ahead
00:15:21
of the direction
00:15:24
putting the purpose
00:15:24
ahead of the task.
00:15:25
Think about that.
00:15:27
If you learned to use
00:15:27
these words in
00:15:29
order to
00:15:33
you will learn
00:15:34
to empower your workforce
00:15:37
I need you to you name it.
00:15:42
I need you to drive this route
00:15:44
in order to get these packages
00:15:47
to the customers
00:15:47
before 4:00 today.
00:15:50
If you learn to use the words
00:15:50
in order to
00:15:53
you are learning
00:15:53
to empower your workforce
00:15:56
by providing purpose
00:15:56
in addition to the task
00:16:03
And this is the difference.
00:16:04
The transformation
00:16:06
of leadership, I truly
00:16:06
believe, is the difference
00:16:09
in organizations like SpaceX.
00:16:11
Can you imagine Elon Musk
00:16:16
becoming the go
00:16:16
to space organization
00:16:18
for basically the world
00:16:18
with transactional leadership
00:16:24
Can you imagine how empowered
00:16:24
the workforce at Space
00:16:27
X must be understanding
00:16:27
the mission
00:16:31
and empowered
00:16:31
to work within their left
00:16:34
and right limits
00:16:34
to accomplish that mission
00:16:36
because they understand
00:16:36
the purpose
00:16:39
That's the power of purpose
00:16:43
and direction
00:16:44
when those are put together
00:16:44
and by the way, they produce
00:16:48
motivation
00:16:49
which influences people,
00:16:49
which is the difference
00:16:52
between leadership
00:16:52
and management.
00:16:58
Anybody here?
00:17:00
Anybody here drive a Tesla
00:17:05
They're amazing
00:17:05
machines again.
00:17:06
Elon Musk.
00:17:07
Here's a company that's going
00:17:07
to revolutionize cars.
00:17:09
It's going
00:17:09
to change the way we drive
00:17:14
So if you've been in a Tesla
00:17:14
and they're amazing machines,
00:17:18
they make crazy horsepower,
00:17:18
crazy talk.
00:17:21
They'll beat most cars on
00:17:21
the drag strip they look like
00:17:24
they look like a jelly bean.
00:17:26
They drive like a sports car,
00:17:28
right? They do.
00:17:30
You open the front hood,
00:17:30
there's nothing in there.
00:17:32
You open the trunk. There's
00:17:33
nothing in there because it's
00:17:33
a motor on wheels.
00:17:34
And it's completely true.
00:17:36
You never change your oil.
00:17:36
No fluids.
00:17:37
It's amazing.
00:17:40
But you know what?
00:17:40
My favorite feature
00:17:40
on the Tesla is
00:17:43
and you're
00:17:43
going to laugh about this
00:17:44
when you go through
00:17:44
the screens on a Tesla.
00:17:46
There's a there's a folder
00:17:46
that's called emissions.
00:17:50
And when I go to that folder,
00:17:50
I press that.
00:17:52
And I thought, why does
00:17:52
electric car have emissions?
00:17:56
And when you open this folder,
00:18:01
there's
00:18:01
there's there's two buttons.
00:18:03
One of them, you press
00:18:03
the button, the car makes fart
00:18:05
sounds
00:18:10
and the other
00:18:10
one is a setting.
00:18:11
You can turn this on
00:18:11
and then the turn signals
00:18:15
make fart sounds.
00:18:17
Now, this is this is a car
00:18:20
with 13 speakers inside
00:18:25
high performance
00:18:25
that makes fart sounds.
00:18:28
I'll tell you how I know this
00:18:30
because I set this up
00:18:30
in my wife's car.
00:18:32
I was going to fool
00:18:34
and then I was driving it
00:18:34
one day
00:18:37
and the phone rang her phone
00:18:37
and it was a client
00:18:41
and she's talking
00:18:41
to a client on Bluetooth
00:18:44
and I went to do a lane change
00:18:48
a true story
00:18:52
By the time we got
00:18:52
where we were going,
00:18:53
I had tears in
00:18:53
my eyes. I was crying so hard
00:18:57
she got out of the car
00:18:59
and didn't talk to me.
00:19:04
We still haven't
00:19:04
talked about it
00:19:06
because I'm scared
00:19:06
she was that mad.
00:19:10
But if we walk this
00:19:10
all the way back,
00:19:12
think about this.
00:19:13
right now.
00:19:13
We're talking about Tesla
00:19:16
I guarantee you,
00:19:17
every male who has this
00:19:17
car shows off that feature.
00:19:20
When somebody
00:19:20
gets in their car.
00:19:23
But how does a feature
00:19:23
like that come to market?
00:19:26
Think about that.
00:19:27
Think about in development
00:19:27
meeting
00:19:30
a bunch of engineers
00:19:30
sitting around the table go,
00:19:32
Hey, I got an idea
00:19:36
And think
00:19:37
about the bureaucratic steps
00:19:40
this has to go through
00:19:42
to come to market
00:19:46
You can't do that in a
00:19:46
transactional environment.
00:19:50
Somebody is going to kill it.
00:19:52
But if you have a true
00:19:52
if you have a true
00:19:56
transformational environment,
00:19:58
then then we've create an
00:19:58
environment where everybody's
00:20:00
not only comfortable
00:20:00
bringing their ideas forward
00:20:04
but we have the trust
00:20:05
within the team to at least
00:20:05
have a discussion about it.
00:20:08
I mean, think about that.
00:20:11
A multi-million dollar company
00:20:11
probably multibillion
00:20:14
dollar company
00:20:15
brings a fart sound to market.
00:20:17
Right.
00:20:19
That's amazing to me,
00:20:19
but it speaks to the culture
00:20:21
inside the organization.
00:20:23
And that transformational
00:20:23
leadership culture
00:20:27
that says
00:20:27
we're going to listen,
00:20:28
we're
00:20:28
going to listen to the team.
00:20:30
Everybody's got a voice
00:20:32
and we want everybody
00:20:32
to be innovative.
00:20:34
So as a leader,
00:20:34
I have a responsibility
00:20:36
to at least listen
00:20:39
and make things better.
00:20:41
And as I said, we're
00:20:41
talking about Tesla today
00:20:44
because of that feature.
00:20:45
There's something to it.
00:20:50
Let me let me talk about
00:20:51
let me talk about this
00:20:51
in a practical application
00:20:56
director Matt.
00:20:57
And I can tell you
00:20:57
that we went through
00:20:59
some pretty some pretty long,
00:20:59
hard days together as we
00:21:03
fought our way through COVID
00:21:05
and one of the
00:21:05
tasks that we were given was
00:21:08
was to run a mass vaccination
00:21:08
site up in Cleveland.
00:21:11
Some of you may know that
00:21:15
and we were challenged to do
00:21:15
this.
00:21:17
We've never run a mass
00:21:17
vaccination site.
00:21:20
No idea how to do it.
00:21:22
But FEMA rolled in
00:21:22
and this was a FEMA task
00:21:25
This was FEMA
00:21:25
tasking us to do it.
00:21:26
So they brought 300
00:21:26
active duty folks in.
00:21:28
I put 300
00:21:28
National Guard people in.
00:21:31
We put a dual status,
00:21:31
a National Guard commander
00:21:33
on top of all of it.
00:21:33
And we said, we're going
00:21:33
to figure this thing out.
00:21:35
And there was a guy inside the
00:21:35
Emergency Management Agency
00:21:40
who had done
00:21:42
a master's or a doctorate
00:21:44
and his thesis, his thesis,
00:21:47
his dissertation, whichever
00:21:47
it was, for whichever degree
00:21:50
I don't recall,
00:21:50
was on mass vaccination sites.
00:21:53
I think he's working inside.
00:21:56
He's working beside him.
00:21:57
And he had this his his his
00:21:57
this idea of how we could do
00:22:00
mass vaccinations faster
00:22:05
and get more people processed
00:22:06
through in a more timely way.
00:22:09
And all of our mission
00:22:09
partners said absolutely not.
00:22:12
This is not how we do a mass
00:22:12
vaccination title.
00:22:15
We're stricter, man.
00:22:17
Oh, there you are.
00:22:19
She she can probably
00:22:19
give me an amen to this
00:22:23
because we lived through it.
00:22:24
And they said our mission
00:22:24
partner said,
00:22:26
no, we're not going to do it
00:22:26
that way.
00:22:27
Our federal partners came in
00:22:27
and said,
00:22:28
we're not going to do it
00:22:28
that way.
00:22:29
And we said, yes, we are,
00:22:30
because, well,
00:22:30
you provide the direction, run
00:22:34
a mass vaccination site.
00:22:35
We know the purpose and
00:22:35
the purpose is to save lives.
00:22:37
And we believe we have
00:22:37
a better way to save lives.
00:22:40
So until the morning
00:22:41
we kicked off that mass
00:22:41
vaccination site,
00:22:44
they said,
00:22:44
this isn't going to work.
00:22:46
You can't do it.
00:22:47
And we said
00:22:47
we're going to do it.
00:22:50
And we did it.
00:22:51
And they built a ramp up.
00:22:53
They were transactional,
00:22:53
nothing against them.
00:22:56
But everybody was thinking
00:22:56
about this thing
00:22:56
in a transactional way.
00:22:59
We were looking at ramping up,
00:22:59
and by week
00:23:01
two or week three,
00:23:01
we'll get to 6000 shots a day.
00:23:05
And we said, No, we're not.
00:23:07
If we're saving lives,
00:23:07
that's way too long.
00:23:09
And by day three or four,
00:23:13
we crush 6000 shots a day.
00:23:16
And Director
00:23:16
Madden was responsible
00:23:18
for standing up the system
00:23:18
that registered everybody.
00:23:21
And we broke the system
00:23:22
because so many people
00:23:22
were registered
00:23:23
and she had to go back
00:23:23
and fix it.
00:23:25
And every day, every day
00:23:25
there was a different problem.
00:23:28
And our mission partner
00:23:28
said, Well,
00:23:29
we've got to slow this thing
00:23:29
down.
00:23:30
We've
00:23:30
got to slow this thing down
00:23:31
because it's never going to
00:23:31
work. Well, guess what?
00:23:34
Some guy inside
00:23:34
FEMA had a plan,
00:23:37
and fortunately
00:23:37
we had a culture
00:23:39
that said, let's listen to it.
00:23:41
And we put it to work.
00:23:42
And like I said,
00:23:43
we crushed
00:23:43
6000 shots
00:23:43
a day from the start,
00:23:46
and that had nothing
00:23:46
to do with me
00:23:47
because all I did was
00:23:47
say You go do this,
00:23:49
you go do this, and here's
00:23:49
why we're going to do it.
00:23:51
And I stayed
00:23:51
the hell out of the way,
00:23:53
excuse my language.
00:23:54
And that was my contribution
00:23:54
to the success.
00:23:57
And this team took this thing
00:23:57
and ran with it.
00:23:58
And then when the demand
00:23:58
signal started to taper off
00:24:01
and we saw less and less,
00:24:05
fewer and fewer
00:24:06
people from the community
00:24:06
coming to the site,
00:24:08
they said, we've
00:24:08
got to keep this thing going.
00:24:09
So they packed it up and said,
00:24:10
we're going to go
00:24:11
to our community partners
00:24:11
and we're going to give shots
00:24:13
and we're going to create
00:24:13
satellites of this site
00:24:15
and we're going to give
00:24:15
shots out in the community.
00:24:19
And we continued
00:24:19
striving for that 6000 a day
00:24:22
until finally
00:24:22
we got to a point,
00:24:23
we shut it down
00:24:23
and that that was all due
00:24:28
number
00:24:28
one to the to environment.
00:24:29
That said, give me your idea
00:24:33
because I'm
00:24:33
sure to many people
00:24:34
that was analogous
00:24:34
to let's do a fart sound,
00:24:38
right?
00:24:39
That's not how we do it.
00:24:41
But but to have a trusting
00:24:41
environment, say,
00:24:43
let's explore this
00:24:43
a little bit.
00:24:44
Let's unpack it.
00:24:46
It's our job
00:24:46
as leaders to create that.
00:24:49
And it's more focus on purpose
00:24:52
than direction, right?
00:24:54
More focus on the purpose.
00:24:56
How do we achieve the purpose?
00:24:58
And when the boss
00:24:58
gets out of the way
00:25:01
and lets the team innovate
00:25:01
and truly be creative
00:25:05
and apply
00:25:05
apply discretionary effort.
00:25:08
Because I tell you,
00:25:09
nobody was working eight
00:25:09
hour days during that thing.
00:25:12
We had to kick people out
00:25:14
because they were so committed
00:25:14
to saving lives
00:25:16
through that mass vaccination
00:25:16
site.
00:25:19
Now, I don't care
00:25:19
if you're for vaccinations
00:25:21
against vaccinations
00:25:21
I don't know.
00:25:22
But I will tell you
00:25:22
at that time we thought people
00:25:24
are going to die
00:25:24
if we don't do vaccinations.
00:25:26
And these
00:25:26
we had people
00:25:26
who were dedicating
00:25:28
and fully
00:25:28
committing their lives
00:25:29
to making sure
00:25:29
that didn't happen.
00:25:33
So there are so many ways
00:25:35
and so many ways
00:25:35
I could unpack this.
00:25:36
I'd love to talk to you
00:25:36
about building
00:25:38
confidence and trust.
00:25:39
I'm sure our competence
00:25:39
and commitment
00:25:41
and character
00:25:41
in order to build trust
00:25:43
because again,
00:25:43
that's so essential
00:25:45
if you're going to
00:25:45
be a transformational leader.
00:25:47
I love doorway conversations.
00:25:50
I love standing in the doorway
00:25:50
of my workforce
00:25:53
and having book sessions
00:25:53
with them
00:25:54
because that's
00:25:54
how I learn about them
00:25:56
and that's how
00:25:56
I build a bond with them
00:25:58
and that's how I know
00:25:58
what motivates inspires them.
00:26:00
And I know what the challenges
00:26:00
are in their life.
00:26:03
And that's that's
00:26:05
transformational leadership.
00:26:08
So while there's a place
00:26:08
for transactional leadership,
00:26:11
our challenge, each of you
00:26:13
elevate let's
00:26:13
elevate our games
00:26:14
and make sure we're operating
00:26:14
in that
00:26:16
transformational space,
00:26:16
creating that safe workspace
00:26:20
by giving our team
00:26:21
our purpose, our direction
00:26:21
and our motivation
00:26:25
and inspiring them to go do
00:26:25
great things
00:26:28
because they'll surprise us
00:26:28
every single time.
00:26:31
But the core to that,
00:26:31
the course is that purpose,
00:26:34
because we do face significant
00:26:34
challenges as a nation.
00:26:38
We're more divided than ever.
00:26:40
Our nation is more polarized
00:26:40
than ever, more partizan
00:26:43
than I have ever seen. It
00:26:46
and as I said at the national
00:26:47
security environment
00:26:47
is changing every single day.
00:26:51
We are
00:26:52
we are not in conflict,
00:26:53
but I assure you, we're
00:26:53
in a state of competition.
00:26:56
And we're probably going
00:26:56
to see a more rockier,
00:26:58
a more rocky or a more rocky
00:27:01
economic time
00:27:01
before we see improvement.
00:27:06
And we need to not only be
00:27:06
transformational leaders
00:27:08
ourselves,
00:27:08
we need to
00:27:09
develop the transformational
00:27:09
leaders of the future.
00:27:13
If there's a great resignation
00:27:16
we've got to lead our way
00:27:16
out of it.
00:27:18
If there are
00:27:18
challenges in the workforce,
00:27:18
we have to
00:27:20
lead our way out of it.
00:27:22
If we need national leaders,
00:27:22
we have to develop
00:27:25
the future national leaders
00:27:28
and we'll do that
00:27:28
by inspiring them
00:27:30
and extracting
00:27:30
the very best potential
00:27:32
out of every single person
00:27:32
in our workforce.
00:27:34
That's how we
00:27:36
are going to make this better
00:27:39
Now, before I go, I have just
00:27:39
one last thing I need to do.
00:27:41
I know I'm getting short on
00:27:42
time, my age
00:27:42
glaring at me back there
00:27:49
you know, part
00:27:49
part of leadership
00:27:49
is humility.
00:27:53
Part of being a
00:27:53
transformational leader
00:27:54
is knowing
00:27:54
where your warts are
00:27:55
and continuing
00:27:55
to improve yourself,
00:27:57
to inspire your workforce
00:27:57
to improve themselves.
00:28:01
And I will tell you,
00:28:01
one of the most competent
00:28:03
and capable leaders
00:28:03
I've ever worked with
00:28:08
is probably also
00:28:08
one of the most humble people
00:28:10
I've ever known.
00:28:12
Your director, Kathleen
00:28:12
Madden,
00:28:15
is one of the one of the best
00:28:15
leaders I've ever had
00:28:17
the opportunity
00:28:17
of coming alongside with.
00:28:18
And as you've heard, I've done
00:28:18
this for a long time.
00:28:21
if you would just join me
00:28:21
So, Director Madden,
00:28:23
up here for just a minute.
00:28:33
This is
00:28:34
something
00:28:34
that's been a long time coming
00:28:38
It was actually presented
00:28:38
to her once before,
00:28:40
and I took it back
00:28:40
because it hadn't
00:28:41
been properly presented.
00:28:43
So for now.
00:28:45
So if you would if you would
00:28:45
please stand and join me
00:28:48
for this presentation.
00:28:57
This is to certify that the
00:28:57
governor of Ohio has awarded
00:29:01
the Ohio Commendation Medal
00:29:01
to Miss Kathleen Madden
00:29:04
for Outstanding Service
00:29:06
as a contracting officer
00:29:06
representative
00:29:08
while supporting Task Force
00:29:08
Magnus.
00:29:11
Miss Madden provided
00:29:11
support to the leadership team
00:29:14
that ensured
00:29:14
seamless operations.
00:29:16
Her timely input allowed the
00:29:16
site operators the flexibility
00:29:20
to adjust the throughput,
00:29:20
ensuring the most efficient
00:29:23
and vaccination accessibility
00:29:23
to community members
00:29:27
These efforts enabled
00:29:27
the success of Joint
00:29:29
Task Force
00:29:29
Magnus to safely administer
00:29:32
over 250,000 COVID19
00:29:32
vaccination
00:29:36
ads, which reflects
00:29:36
great credit upon her.
00:29:39
The Ohio Department of Health,
00:29:41
the Ohio National Guard
00:29:41
and the State of Ohio.
00:29:44
Given under my hand Major
00:29:44
General John C Harris Jr.
00:29:47
The Adjutant General.
00:30:03
Making a promise to.
00:30:14
I really
00:30:14
would change my clothes
00:30:14
for this.
00:30:17
I keep thinking
00:30:17
I wish I had a suit on.
00:30:21
It was my My privilege
00:30:21
and my pleasure
00:30:23
to work alongside
00:30:24
General Harrison
00:30:25
to learn from him as we've
00:30:25
all learned from him today
00:30:29
and to learn from Governor
00:30:29
DeWine.
00:30:30
Quite honestly,
00:30:32
through the rough,
00:30:32
roughest days of the pandemic.
00:30:34
And many of you are here
00:30:34
who supported
00:30:38
the Department of health
00:30:38
and other state agencies.
00:30:39
And and this is really
00:30:39
for all of you who
00:30:44
who we struggled.
00:30:45
We persevered, and state
00:30:45
agency is better
00:30:48
for all of you. So thank you
00:30:52
Thank
00:30:52
you all for coming today.
Note : Transcripts are compiled from uncorrected captions
Copyright
Disclaimer
Terms of Use
Contact Us
Support