Recognizing world-class industry partners: an interview with MTMC's Commanding General - Brief Article

Translog: Journal of Military Transportation Management, May-June, 2001

Q. With the 2001 MTMC Training Symposium complete, what are your thoughts and observations?

A. Each year, the MTMC Training Symposium gets better. This year's in Dallas continued the trend. Generally, a few people will approach me in forums like this and provide suggestions for improvement. Many commented this year that this was the best Symposium ever. I received no negative comments. The hotel, Wyndham Anatole, was absolutely first class. During our opening forum, the entire hotel staff, dressed in their various uniforms, marched down and lined the center aisle of the auditorium ... and clapped to welcome us. I've never seen anything like it. Talk about customer focus. It doesn't get any better than that.

We had a workshop focused on small business that preceded the Symposium. Feedback from it was great. During the Symposium we had 11 breakout sessions, all of which were repeated several times. They were packed right up to the last sessions. I think that was because we oriented them on what attendees wanted. Folks seemed to like the panels. My challenge to the 1,600 attendees at the Symposium was to leave smarter than they came and have fun in the process. I think they did. And so, I am very pleased by this year's Symposium. Our task is to make next year's in Dallas even better.

Q. You were able to talk to all the MTMC Quality Award winners at the symposium. What did you learn from them that would help us in our work?

A. I think we underestimate the impact that our Quality Awards have on industry partners. I wish more MTMC employees could have see how proud they were to receive our awards. One of the recipients, for example, came all the way from Italy. He brought two employees with him. They didn't have time to stay long. They were returning the next day. Think about that. Three people flew from Italy all the way to Dallas to receive their award. Several CEOs walked across the stage to accept Quality Awards for their companies. You perhaps can imagine how busy CEOs are.

I can tell you that during my visits to industry over the past two years, I have seen our Quality Awards in several showcases, being proudly displayed. I learned in Dallas that one of this year's awards resulted in promotions for those responsible. These awards are big deals. We need to understand that. Perhaps we should remind ourselves periodically that we have many world-class industry partners who are trying very hard to provide us the best service possible. We need to treat each other accordingly. We are only as good as each other. Finally, I would suggest that we look around our organizations and ask ourselves whether we are recognizing fellow workers as we should. Everyone likes recognition now and then. A simple pat on the back can really make someone's day.

Q. A motivational speaker at the symposium was Larry Winget, author of "Simple Ways to Success." How did you feel about his talk?

A. Larry Winget had the whole crowd rolling in the aisles at the Symposium. Not only was he a real riot, but his message was right on the mark: "Shut up, quit whining, and get a life!" When he stuck the plunger on his head, I couldn't stop laughing. I would suggest there are a couple in our ranks who need to buy his t-shirt, the one with the lettering upside down so they can read it themselves!

We are purchasing his videos so subordinate commands can see and hear his message, and we showed the tapes at the MTMC Headquarters Town Hall meeting May 1. The Chief of Staff is adding Winget's book to the Headquarters' reading list. I guess that tells you I liked him a bunch.

Q. You have shown a lot of interest in Deployment Support Teams and their multi-unit breakdown. What is their value to MTMC and its mission?

A. Over the past year we have moved toward task-organized Deployment Support Teams, or DSTs. As I answer this question, we have operations under way in both Australia and Thailand. Deployment support teams in those locations are comprised of members from four to five different battalions, not all from the Pacific Rim. They didn't train together beforehand. They showed up on the ground and prepared to unload ships as a single MTMC team. That means common training standards, teamwork, and leadership.

We're gaining several things from this new approach to the teams. We're becoming more flexible and agile. We will be better able to assemble teams for contingencies while maintaining operations in our areas of responsibility. We are also able to spread training opportunities to units that need them. After such operations, folks return to home stations to share experiences. Soon we'll have lessons learned posted on the Web. This is important because our training opportunities are becoming fewer and fewer for some units.

Regarding training, these teams are forcing us into a common understanding of mission-essential tasks, subtasks, and standards. You can't show up in a foreign country and start singing off different sheets of music, as you know. Therefore, I see them as a major step forward in maintaining readiness. I hope to include our reserve component units on deployment support teams this next year.