WEBVTT

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Hello . I'm so first class , Justin

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Kelly . And today we're gonna talk

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about imposter syndrome . Most of the

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time soldiers are qualified for that

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position . They've , they've spent time

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in their organization , they spent time

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doing their M OS . They've attended NC

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OS academies . They may have even

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attended additional training . That is

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not always the case as far as career

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progression go . You don't always have

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the opportunity to attend a multitude

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of courses in NCO academies prior to

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assuming your duties . So walking into

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that , that can be a little

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overwhelming . It can cause uh some

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insecurity and , and some anxiety .

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Number one , you wanna talk to your

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leadership , your chain of command ,

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you wanna talk to what have an initial

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counseling session and a developmental

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counseling statement that outlines

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explicitly what the requirements and

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expectations are for you . As a leader ,

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sometimes units or leaders . They don't

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think this is as important as it is . I

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think counseling is the most important

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thing that we can do outside of leader

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development . It's extremely important .

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So it's important for you to

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communicate with your leadership and

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set up a time where you can learn about

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your job and what they expect that will

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give you a guideline and you can follow

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that and know what expectations to meet

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while you're learning your , your

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soldier , your squad , your platoon ,

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whatever it may be next , it's your own

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soldiers . You wanna sit down with them

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individually and counsel them as well .

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You know a squad , you gonna have two

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team leaders to counsel . If you're a

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team leader , you gonna have three

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soldiers to counsel during this time

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frame , you're gonna wanna learn a

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little bit about them . You're gonna

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wanna learn what they have going on the

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military , you know what their

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expectations for their career are ,

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what their ambitions are . You wanna

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learn about very important their family

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life , just get to know them , get to

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know them personally and then

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articulate what your intent is , what

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your requirements are and expectations

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are sure will , sergeant . Ok . Most

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everything else is pretty cut and dry .

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If you have these things lined up

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coming in day one , you're gonna earn a

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lot of respect and trust from your

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leadership and your subordinates , it's

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gonna take you time to develop your

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skills , learning the new job . But

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there's absolutely zero reason why you

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can't know what's going on within the

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organization and doing your homework .

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All right , don't come in being like ,

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hey , what , what's going on today ? Uh

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What do , what do we have going on

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after uh after chow , like , oh , next

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month , I'm not sure like be decisive

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say , hey , this is what we have going

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on today . Report time packing list

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equipments . This is the training

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iteration taking place or tomorrow we

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have this going on . We'll work until

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this time , know what's going on .

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That's gonna help you out a lot

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overcoming that , that feeling of

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inaccuracy about not having the skills

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that you probably wanna have that

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you're still working and developing and

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it's an ongoing process . You know ,

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don't , don't beat yourself up too much .

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It takes time . Any job anywhere in the

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world requires time . Of course , you

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might feel unsure and everybody wants

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to know everything . You're not just

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admit that to yourself . I am not gonna

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know everything , but I'm gonna be

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enthusiastic about learning . I'm gonna

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keep my head up , I'm gonna maintain my

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confidence and uh I'm gonna , I'm gonna

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focus on the things that I , that I

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can't affect . I've dealt with this

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before with soldiers coming into my old

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unit , Charley company first , the 1

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43rd airborne Infantry . And we had

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soldiers come from a company 1 82nd ,

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good unit , good leaders , good , good ,

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physically , tough soldiers over there

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and they would come to our unit , but

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because they were not in a previous

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airborne position , they were not

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airborne qualified . And all of a

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sudden they find themselves as a team

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leader or a squad leader leading a

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group of paratroopers . And they , you

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know , they would come to me and say ,

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hey , I'm not airborne qualified . Um ,

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I don't know if I'm ready for this job

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and while fully knowing that there were

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airborne qualified soldiers who were

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excellent that they would be leading ,

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that they knew it might be a little bit

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judgmental . The fact they weren't able

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unqualified first off , that's

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completely out of their control . All

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right , they join the army . They're

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loyal to the organization , they wanna

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serve their country . Um , and then

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based upon the promotion criteria ,

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they're determined to be the best

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person for that position . And so we

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had to welcome them in and let them

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know . Hey , no , you are qualified for

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this position . Yes , you need an

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additional qualified to go to airborne

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school , but we can send you to

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airborne school , we can kick anybody

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have an aircraft . But what we really

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need is people to lead soldiers and

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that's why you're here . Uh I had one

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soldier in particular who uh really had

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a tough time getting around it and he

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came in , you know , we address the

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situation . I kind of talk him through

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it . Um ended up going on to become ,

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becoming one of our best team leaders .

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I mean , like tough physically fit ,

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massively concerned about his soldiers

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welfare , led from the front and

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continue to improve , you know , o

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obviously went airborne school but then

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continue , continue to improve as a

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leader and as job , the leaders above

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you selected you for that and multiple

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echelons of leaders , right . Uh , it

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wasn't just one person saying , hey ,

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it's a good guy . We're gonna move him

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over there . I mean , this went all the

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way up to the sergeant major and

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basically determining who's gonna be

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there . Also keep in mind too , you

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know , as the army and this

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organization or particularly did it at

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co , you know , we let soldiers know

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when they weren't ready and they had

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potential , they had knowledge , but

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they didn't have enough of both that we

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thought to go to the next level . And

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when you assume your position , you're

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gonna think there's multiple leaders

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that have , that have looked at your

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career that you as a soldier and

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determine that , you know , you do and

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you're ready to lead and they're gonna

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give you some breathing room to learn

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that job . They , they know full well

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that you're not gonna be 100% ready for

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a day one . Nobody's ever 100% ready

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for any job . Day one . It's gonna take

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time and that's why you have senior

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leaders to support you . You know ,

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they , they know you're gonna have

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questions , they know that , you know ,

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there's gonna be some stuff that you

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don't completely understand or you're

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gonna need a little bit of backing on

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and that's what , that's what good

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leaders do to their support . Its , you

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know , they back them up , they foresee

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their issues and their shortfalls and

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they try to , they try to help them out

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with that . You know , and then

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conversely for you , you know , your

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job is also to focus on your soldiers .

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You might not have the complete

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expertise for the job , but you can ,

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you can take care of your soldiers .

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You can look out for their well being .

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Keep in mind . Uh , you read any , you

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read a lot of , uh , military history

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books , particularly war . There's a

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lot of scenarios where people

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unexpectedly find themselves leading

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elements . They weren't because of

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things that happened during wartime

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scenarios . But that also happens

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through other ways of attrition doesn't

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have to be a negative thing . It just

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people leave and move on and someone

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has to move up and take the place .

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You've been selected to take the place ,

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you're gonna do great . You've been

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trained and now focus on your soldiers

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and taking care of them and have faith

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and confidence in your leaders that

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they're gonna develop you for that

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position as well .