Reflection and Action

Reflection and Action

May 28, 2021

As we spend this weekend remembering our veterans—I have asked Retired Army Colonel David Sutherland to serve as a guest blogger today. We are grateful for his service to this country—and his leadership on and off the battlefield.

By Retired Army Colonel David W. Sutherland, Chairman, Dixon Center for Military and Veterans Services– a member organization of The Fedcap Group

If ye break faith with us who die” John McCrae, 1915

This weekend marks Memorial Day, a sacred day of recognition in the United States. At Dixon Center for Military and Veterans Services, we will spend the weekend remembering, honoring, and mourning the United States military members who died while serving in the Armed Forces – some of whom we served with over the course of our military service.

One of history’s most famous wartime poems, In Flanders Fields, written in 1915 during the First World War by Canadian officer and surgeon John McCrae, provides a moment to reflect.

In Flanders fields the poppies blow
Between the crosses, row on row,
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.

We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.

Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break faith with us who die
We shall not sleep, though poppies grow
In Flanders fields.

As a child, my father, Dr. G. W. Sutherland, a Canadian Army Veteran, would share his interpretation of the poem with me. He believed that the last stanza was written to inspire those reading this poem to reflect on the achievements and the sacrifices of our nation’s fallen and to never forget them or their families.

We are reminded that the worst thing we can do is to forget. We can all use the opportunity created by Memorial Day to remember those who died while serving, be it in combat, during training exercises, or through accidents and non-combat related deaths.

The narratives of those who have fallen live on through their families. These families are given the honorific “Gold Star” to designate that they have had a loved one lose his/her life in service to the nation. If you know a Gold Star family, reach out to check on them this weekend and provide encouragement. If you meet a Gold Star family member in the future, ask them to share their story, then take the time to listen.

Although the COVID-19 pandemic may alter our ability to honor the fallen with parades or memorial services, it does provide an opportunity for us to create our own personal remembrances. Consider the following activities this weekend:

    • Plant a remembrance tree or flowers with your family
    • Research the achievements of one of our fallen from previous wars and ongoing combat operations
    • Livestream virtual events from memorials, Arlington National Cemetery, and local ceremonies.

 

This Memorial Day weekend, I hope that you take a moment to personally reflect on the achievements and courage of our U.S. service members who died while serving in the Armed Forces.

At Dixon Center, we will always remember, and they will never be forgotten.

28 mayo 2021

Reflexión y Acción

Mientras pasamos este fin de semana recordando a nuestros veteranos, le he pedido al coronel retirado del ejército David Sutherland que sirva como “bloguero” invitado hoy. Estamos agradecidos por su servicio a este país, y su liderazgo dentro y fuera del campo de batalla.
Por el Coronel Retirado del Ejército David W. Sutherland, Presidente del Dixon Center for Military and Veterans Services – una organización miembro del Fedcap Group.

“If ye break faith with us who die ” John McCrae, 1915

Este fin de semana se celebra el Día de los Veteranos, un día sagrado de reconocimiento en los Estados Unidos. En Dixon Center for Military and Veterans Services, pasaremos el fin de semana recordando, honrando y guardando luto a los militares de los Estados Unidos que murieron mientras servían en las Fuerzas Armadas; algunos de los cuales con los que servimos en el transcurso de nuestro servicio militar.

Uno de los poemas bélicos más famosos de la historia, In Flanders Fields, escrito en 1915 durante la Primera Guerra Mundial por el oficial y cirujano canadiense John McCrae, ofrece un momento para reflexionar.

In Flanders fields the poppies blow
Between the crosses, row on row,
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break faith with us who die
We shall not sleep, though poppies grow
In Flanders fields.

De niño, mi padre, el Dr. G. W. Sutherland, un veterano del ejército canadiense, compartió conmigo su interpretación del poema. Él creía que la última estrofa estaba escrita para inspirar a aquellos que leían este poema; a reflexionar sobre los logros y los sacrificios de nuestros caídos y a nunca olvidarles tanto a ellos como a sus familias.

Se nos recuerda que lo peor que podemos hacer es olvidar. Todos podemos aprovechar la oportunidad creada por el Día de los Veteranos para recordar a aquellos que murieron mientras servían; ya fuera en combate, durante ejercicios de entrenamiento o a través de accidentes y muertes no relacionadas con el combate.

La narrativa de aquellos que han caído vive a través de sus familias. A estas familias se les da la honorífica “Estrella de Oro” para destacar que han tenido un ser querido que había perdido su vida al servicio de la nación. Si conoces a una familia de “Estrella de Oro”, ponte en contacto con ella este fin de semana y dale ánimos. Si conoces a un miembro de la familia “Estrella de Oro” en el futuro, pídele que comparta su historia y luego tómate el tiempo para escucharle.

Aunque la pandemia COVID-19 pudiera alterar nuestra capacidad de honrar a los Veteranos con desfiles o servicios conmemorativos; nos brinda la oportunidad de crear nuestros propios recuerdos personales. Considera las siguientes actividades este fin de semana:

    • Planta un árbol o flores de recordación con tu familia.
    • Investiga los logros de uno de nuestros caídos de guerras anteriores, así como de uno en operaciones de combate en curso.
    • Retransmite en vivo eventos virtuales de recordación como: desde el cementerio nacional de Arlington y o desde ceremonias locales.

Este fin de semana del Día de los Veteranos, espero que te tomes un momento para reflexionar personalmente sobre los logros y el coraje de nuestros militares estadounidenses que murieron mientras servían en las Fuerzas Armadas.

En el Dixon Center, siempre los recordaremos, y nunca serán olvidados.

Single Stop Expands Access to Support for Community College Students

Single Stop Expands Access to Support for Community College Students

Over the last year, as students have faced unprecedented obstacles — a global pandemic, closed campuses, digital learning and more — the longtime, chronic issues of homelessness and hunger among college students have only gotten more acute. Scholarship America discussed how organizations like Single Stop provide resources and support to students, helping more students stay in school. Read the full article on the Scholarship America website. 

The Consequence of Focus

The Consequence of Focus

May 24, 2021

As anyone who knows me well can tell you, I am not much of a sports fan, especially golf. I barely understand even the most basic rules. But it was hard not to hear the news of Phil Mickelson—a 50-year-old golfer—leading the PGA over the four days and eventually winning. He beat Las Vegas odds and most followers of golf did not think he would pull it off. Before Mickelson, the oldest person to win a major championship was 48 years old—and that happened in 1968, over half a century ago.

I think what made this remarkable, was not his age, but the absolute focus it took to stay on top for each grueling day of the tournament. Each hole on the course was a new challenge, each hole an opportunity to make a mess or to succeed. Each shot required that he clear the noise and focus—seeing the shot.

We are all faced with more and more reasons to be distracted. And while some of the distractions seem to be adding to our life, they are most often actually undermining our progress. Distractions take us away from what we should be doing and kills our momentum. Clearing the noise is not easy, but imperative if we are to think critically and make sound decisions. It requires a level of focus few know how to achieve. It requires seeing the goal.

The author of an article in Business Insider advises that in order to develop the focus muscle, companies need to select 1 to 3 high priority goals and stick to them. “Focus the entire organization on those goals and continually track results.”

In the same spirit, several years ago Steve Jobs said something that has stuck with me: “Focus is not about saying yes. It is about saying no to the hundred other good ideas that clutter the mind and shift the focus.”

This becomes more true every single day.

Clay Scroggins, in his book How to Lead in a World of Distraction, provides an interesting strategy to clear the noise and stay focused. I think that this too is spot on: Know your why. Find that one sentence that defines why you do the things you do, and it can have massive repercussions on your life moving forward. When you clarify your why—and by that, I mean the answer to every ‘why do you do what you do’ question—you can lead effectively.”

He suggests we ask ourselves four questions: “What are the things I no longer need? What can I afford to get rid of? What are the things keeping me from what matters most? And how can I organize my life so that I know exactly what I’m looking for and I can easily see what matters right away?

Your why becomes the filter through which you can decide what you spend your time on.

As leaders, we need to appreciate in new ways the importance of clearing the noise, staying focused and knowing our why.

Fedcap Inc. Partners with AACCNJ to Pilot ‘The Village Program’

Fedcap Inc. Partners with AACCNJ to Pilot ‘The Village Program’

TRENTON, NJ – The African American Chamber of Commerce of New Jersey (AACCNJ) in partnership with The Children’s Home Society of New Jersey, Junior Achievement of New Jersey and Fedcap, Inc. will pilot The Village Program over an eight-week period beginning May 24, 2021 to help address the financial disparities that black and brown families living in low-income communities face. Many are headed by parents who lack a high school diploma or GED, eliminating their ability to secure a single job that pays a living wage. Parents are too often forced to hold multiple jobs, requiring them to spend many hours at work, away from their children. These circumstances prevent them from helping their children with homework and supporting their academic success. The cycle of poverty then persists into the next generation with poor education and low-wage jobs. Economic well-being and financial literacy remains out of reach.

Click here to view the full details from the African American Chamber of Commerce of New Jersey.

The Fedcap Group Strengthens Technology Leadership with Acquisition of Civic Hall

The Fedcap Group Strengthens Technology Leadership with Acquisition of Civic Hall

Combination to Provide Technology Training to Unemployed and Underemployed New Yorkers

New York, NY, April 2021 — The Fedcap Group, a leading nonprofit that creates opportunities for individuals facing barriers to economic well-being, announced today that it has agreed to acquire Civic Hall through a combination.

Civic Hall is a company focused on learning and collaboration to advance technology and problem-solving for the public good. Its mission is to also help those in under-represented and under-served communities get trained and find well-paying technology jobs.

“Through this acquisition, The Fedcap Group will establish a technology training platform for high-tech jobs, specifically to help New Yorkers struggling with barriers to employment as well as those newly unemployed during the pandemic,” said The Fedcap Group’s President and CEO, Christine McMahon. The initiative will also address the re-skilling and up-skilling of workers whose jobs will be lost to automation. “With 355,000 jobs in the NYC tech ecosystem, half of which require high-tech skills, we’ll supply the workforce to meet the demand of our transforming economy and job landscape,” noted Ms. McMahon.

The Fedcap Group will leverage Civic Hall’s access to a community of cutting-edge technologists with expertise and relationships with technology companies, to expand the education and training offered by its Apex Technical School, which Fedcap acquired in 2020. Apex has a strong track record of successful technical training and job placement in highly skilled positions within construction, plumbing, automotive and other trades. With the goal of preparing New Yorkers for jobs in high tech, Apex will expand its offerings to include robotics, building automation, network support, web design and more.

“Together with The Fedcap Group, we’ll create an easily accessible entry point for digital skills training for underserved New Yorkers and a steady pipeline of tech talent to help the industry become more diverse, equitable, and inclusive” said Andrew Rasiej, Founder and CEO of Civic Hall. “Upon completion we plan to expand our model nationwide and leverage The Fedcap Group’s U.S. footprint–which includes operations in 22 states.”

Ms. McMahon continued, “With high-tech jobs a key growth driver for the NYC economy, we believe this is an opportune time to move ahead with an aggressive program to prepare those who are unemployed and underemployed for positions that offer a reliable pathway to the middle class. We look forward to working with our colleagues at Civic Hall on a holistic plan to fuel the local tech sector’s growth while supporting New Yorkers who have not had access to these jobs.”

The integrated plan also involves Single Stop. Acquired by The Fedcap Group in 2017, Single Stop combines advanced technology with localized services and can ensure our trainees are connected with essential services and benefits.

About The Fedcap Group
For 86 years, The Fedcap Group has developed innovative and scalable solutions to some of society’s most pressing problems. Serving over 250,000 people each year in 22 states, Canada and the UK, The Fedcap Group provides education and training, workforce and economic development and necessary supports—all targeted to helping people achieve economic wellbeing. and training, workforce, and economic development and necessary supports—all targeted to helping people achieve long-term self-sufficiency.

About Civic Hall
Founded in 2015, Civic Hall is one of the nation’s leading organizations focused on learning and collaboration to advance technology and problem-solving for the public good. It has grown into a thriving community with more than 1,000 members and organizations that includes tech companies, government and nonprofit agencies and philanthropic and academic institutions and has become the center for NYC’s efforts to develop a more diverse, equitable, and inclusive technology industry.

Wait and See … A Good Leadership Strategy or Not?

Wait and See … A Good Leadership Strategy or Not?

May 17, 2021

The idea of wait and see is considered by some to be a passive approach to leadership. According to a recent article in Entreprenuer.com, “the reactive style of leadership–characterized by a ‘let’s-wait-and-see’ attitude and delayed decision-making–is rarely effective.”

Most of the time I might say the same thing. But over the years, I have come to see the wisdom in certain circumstances of … waiting. That may sound counterintuitive for those who regularly read my blog. You KNOW that I am a staunch advocate of proactive leadership, of understanding the environment in which we operate and positioning our company to be prepared for and even ahead of market trends. That said, when circumstances are unprecedented—such as 9/11 and the pandemic—the instinct to act may be exactly the wrong thing to do.

It takes time following world-changing events to understand the best course of action—or reaction. It takes time to understand what the data is telling us. Sometimes data changes as better questions are asked and answered. Good leaders ensure that they are as well-informed as possible, take steps critical to ensuring safety and solvency, and then as hard as it is, they wait … monitoring the situation to determine the right next step. This seems logical, right? Yet I am seeing responses to the pandemic similar to those I saw in the wake of 9/11. While much changed after 9/11, over time much stayed the same. Many reacted too soon, and as a result made decisions that seemed sound at the time, but in reflection were made without sufficient information.

I discussed this perspective with our leadership team just last week. We responded rapidly to the pandemic, to ensure business continuity and safety. We continued to monitor the information coming from a collection of reliable sources, we communicated regularly with board, staff and stakeholders …and we waited. There are several decisions that I have not made–specifically around mandatory vaccinations and remote work—because the time is just not right. We need more data. It has been interesting to watch how some large companies said that they were moving to a remote work model, only to change their position. Others have said that they were giving up their leases and downsizing their office space, only to change their mind as trends started to shift and more information was available.

Let me be clear—I am not saying do not prepare. I am not suggesting that we simply do nothing. I am suggesting that we delay action while preparing for just about everything. Preparation requires knowledge and scenario-based planning. Using the time to enact “what-if?” scenarios demonstrates the power of patience and observation.

And then, when we do act, our actions should be exceptionally well planned and well-executed. Do the simple things brilliantly—better than most. This kind of smart, “wait and see” leadership will generate confidence throughout the organization and with key stakeholders.

As always, I welcome your thoughts.

17 mayo 2021

Esperar y Ver… ¿Una Buena Estrategia de Liderazgo o No?

La idea de esperar y ver es considerada por algunos como un enfoque pasivo del liderazgo. Según un artículo reciente en “Entreprenuer.com”, “el estilo reactivo de liderazgo, caracterizado por una actitud de ‘esperemos y veamos’ y una toma de decisiones postergada, rara vez es eficaz. “

La mayoría de las veces podría decir lo mismo. Pero a lo largo de los años, he llegado a ver la sabiduría en ciertas circunstancias de … el esperar. Eso puede sonar contradictorio para aquellos que leen regularmente mi “blog”. Tú sabes que soy una firme defensora del liderazgo proactivo, de entender el entorno en el que operamos y posicionar a nuestra organización para estar preparada e incluso ponerla por delante de las tendencias del mercado. Dicho esto, cuando las circunstancias no tienen precedentes—como el “9/11” y la pandemia—el instinto de actuar puede ser exactamente la cosa incorrecta por hacer.

Toma tiempo seguir los eventos cambiantes mundialmente; para comprender el mejor curso de acción – o reacción. Se necesita tiempo para entender lo que los datos están diciéndonos. A veces los datos cambian, a medida que se hacen y se responden mejores preguntas. Los buenos líderes se aseguran de que también estén bien informados tanto como sea posible, tomen medidas críticas para garantizar la seguridad y la solvencia, y luego, por más difícil que sea, esperar… monitoreando la situación para determinar el siguiente paso correcto. Esto parece lógico, ¿verdad?. Sin embargo, estoy viendo respuestas a la pandemia similares a las que vi a raíz del “9/11”. Aunque mucho cambió después del “9/11”; con el tiempo mucho se mantuvo como antes. Muchos reaccionaron demasiado pronto, y como resultado tomaron decisiones que parecían sólidas en ese momento, pero reflexionando; se tomaron sin suficiente información.

Hablé de esta perspectiva con nuestro equipo de liderazgo justamente la semana pasada. Respondimos rápidamente a la pandemia; para garantizar la continuidad de la organización y la seguridad. Continuamos monitoreando la información procedente de una lista de fuentes confiables; nos comunicamos regularmente tanto con la mesa directiva, como con el personal y las partes interesadas … y esperábamos. Hay varias decisiones que no he tomado; específicamente en torno a las vacunas obligatorias y el trabajo a larga distancia; porque el tiempo simplemente no es el adecuado. Necesitamos más datos. Ha sido interesante ver cómo algunas grandes compañías; dijeron que estaban moviéndose a un modelo de trabajo de larga distancia, justo para cambiar su posición. Otras habían dicho que estaban cediendo sus contratos de arrendamiento y reduciendo el espacio de sus oficinas, sólo para cambiar de opinión, a medida que las tendencias comenzaron a cambiar y más información estaba disponible.

Permítanme ser clara— No estoy diciendo que no se preparen. No estoy sugiriendo que simplemente no hagamos nada. Lo que estoy sugiriendo, es que retrasemos la acción, mientras nos preparamos para casi todo. La preparación requiere conocimientos y planificación, basada en escenarios. El uso del tiempo para promulgar el escenario “¿y sí?”; demuestra el poder de la paciencia y la observación.

Y luego, cuando actuamos, nuestras acciones deben ser excepcionales, así como bien planificadas y bien ejecutadas. Hacer las cosas simples brillantemente, mejor que la mayoría. Este tipo de liderazgo inteligente, “esperar y ver”, generará confianza en toda la organización, así como con las partes interesadas cruciales.