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The Path To Leadership
We podcast about strong leaders, loyal employees, avoiding burnout, and raising profits building strong cultures. Everyone is a leader, but the path isn't always easy. Developing critical skills to build stronger, more successful and profitable organizations.
The Path To Leadership
Bridging Military and Civilian Worlds: Lieutenant Colonel Bryan Gregory's Leadership Journey
Discover the inspiring journey of Lieutenant Colonel Bryan Gregory, as he shares his remarkable path from JROTC to a strategic leadership role. This episode promises insights into the profound experiences that have shaped him and the unique community bonds within military life. With Veterans Day reflections, we honor the dedication of service members and explore the invaluable role programs like Leadership Kansas play in bridging military and civilian worlds.
Join us as we delve into the pivotal role of the National Guard in national defense, highlighting its historical militia roots and the vision of our founding fathers. We explore the structural differences between traditional soldiers and Active Guard Reserve soldiers, emphasizing the year-round readiness they maintain. The conversation sheds light on the comprehensive training and ethical leadership that are crucial in preparing service members for critical missions, illustrating how these skills extend well beyond military service.
Gain a deeper understanding of the generational dynamics within the National Guard, particularly focusing on the challenges faced by Gen Z. The discussion uncovers the evolving expectations placed on younger service members and the importance of understanding the "why" in leadership to inspire action. Through personal anecdotes and diverse military experiences, we explore the balance between civilian and military responsibilities, highlighting the National Guard's unique role as citizen soldiers who mirror the fabric of our society.
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Hi everyone, welcome back to the Path to Leadership. I am so thrilled for my guest today. Hey Brian, how are you?
Speaker 2:Good. How are you doing?
Speaker 1:I am doing well, I'm doing well, well, and I'm so excited. Before we got on, we were talking and you're the continuation of the Leadership Kansas story that I'm excited to tell this season.
Speaker 2:Yeah, yeah. It's a great program. I'm so happy to be a part of it with other leaders across the state and meeting great people like you, and so I mean it's an excellent opportunity. Thanks for having me on.
Speaker 1:Of course, of course. Well, and you know it's so funny. I was just thinking I don't have this on the question list, but I'm going to come back to it because I think you and I've had such an interesting journey this year. So before I jump all the way into that, can you tell everyone who you are, what you do? All that good stuff.
Speaker 2:Yeah, absolutely so. I am Lieutenant Colonel Brian Gregory. I'm currently the Chief of Strategic Plans and Exercises for the Kansas Army National Guard. I've been doing the Kansas Army National Guard for about 17 years. I've been in the military for 19 years, and so it's been a great ride and just been excited to be a part of it.
Speaker 1:That's so cool. Well, and so what's your career journey Like? Is this what you always knew you want to do? How did you get here?
Speaker 2:Yes, so I have a traditional guard-like story. So when I say that I say is that I've always known that I wanted to be in the military, but I didn't have a clear path as to how I wanted to go about it. So while I was in high school I was in the JROTC program and I had an opportunity to receive an ROTC or a Reserve Officer Training Corps scholarship. So immediately from high school I went into college. I spent four years learning how to become an officer in the United States Army and then, upon graduation, I commissioned as a second lieutenant and an infantry officer and I've been doing that ever since.
Speaker 2:I've had a great career. I've had an opportunity to serve at every echelon, from platoon all the way to the national level at the National Guard Bureau, and I've had an opportunity to command at both the company and the battalion level. So a wide range of experiences. I've been deployed. I've been stateside, I've done state active duty, support for and supporting Louisiana, but also deployed overseas for full-time mission. So the full gamut of citizen soldier living here, serving here, working here and, like I said, it's just it's been a great experience.
Speaker 1:Yeah, I, I you know this about me I love people who, you know, make the choice to serve our country, and I'm an army brat. But, more importantly, like there's just so much into the work you do and and I think that's why we connected so quickly was you know, the first time of Leadership Kansas? It's like, ok, we're all getting to know each other and whose stories. And it's like, oh, military, I'm going to come stand by you because I'm comfortable by you.
Speaker 2:That's right, that's right. That's right. Well, because everybody knows each other and you know that common bond and that experience and that sacrifice. And so when you see someone else, or even if it's, you know the extended family, because it's not just a service member, but it's also their family members. You know spouses, loved ones, you know even their pets. You know everybody is involved in the family of serving and so it's a unique community. And so when you see one another, you definitely want to connect.
Speaker 1:Yeah, yeah, yeah. And it's been cool this year because we've gone to Fort Leavenworth. We didn't actually go to McConnell, but we were like McConnell Air Force Base adjacent and we had I believe it was the general that spoke to us there and then we had Fort Riley the general that spoke to us there, and then we had Fort Riley. So I'm sure you take as much pride as I do when you see civilians go to a military installation for the first time. It's cool to watch.
Speaker 2:Yeah, because it's an opportunity to expose the civilian community to you know what are your tax dollars paying for.
Speaker 2:You know what does readiness look like. You know we talk about national defense or national security issues. You know what what is readiness looks like. You know we talk about national defense or national security issues. You know how do we actually deter our nation's enemies and what does that look like in terms of capacity or capability. And so when you get a chance to whether we're going to go to Topeka and you do the refueling wing and you get to see the, you know the boomstick and how they refuel airplanes, midair and having continuous operations, or whether you go to Fort Riley and you see, you know tanks and Bradleys and other armored vehicles and you see how we can deter, you know Russian aggression and different things like that, it's an awesome opportunity. So I'm grateful that we're there's programs like Leadership Kansas that kind of exposes other individuals to that, because it's really ultimately, at the end of the day, like I said, what your tax dollars are paying for and why. You know the people who do raise their hand to do this are proud of what they do every day.
Speaker 1:Yeah, it is really cool, and this is coming out on Veterans Day, so thank you for your service.
Speaker 2:Appreciate it. Thank you for the support.
Speaker 1:Yes, yes, Well, and you. I always tease people because I think civilians so often think oh, you're in the Army, so you wear green, you drive a tank and shoot a gun, and that's an aspect of it, but it's so much bigger than that.
Speaker 2:Yeah, yeah, there are over 300 military occupational specialties, or we call MOSs, in the Army alone. I mean, that's not to mention what the Navy does, or the Air Force, or even Space Force now, as a new service that's coming online occupation or a job in the military, because once you know, we do away games in the military and so when we go someplace we need to replicate. You know all of those capabilities, whether that's. You know logistics, support, graphic arts, design, you know journalists, all of the things that you can think of, not to mention the stuff that you see in Hollywood.
Speaker 1:Yeah, yeah, Well, and it's funny because my daughter's band instructor he played the trumpet for the Marines. It's like we need it all in the service.
Speaker 2:Crazy secret. It is probably harder Now somebody's going to say something, but it's probably harder to get into the band than it is to get into Special Forces. I mean, those guys are awesome at what they do and so it's a real deal. So just because you were first chair clarinet in your high school doesn't mean that you're going to automatically get into the Army band. So yeah for all those. Sf guys out there that will hear that you can text me later.
Speaker 1:I love it so much. Well and it's interesting because I know this but not everyone does when we hear National Guard, people think, okay, a couple you know weekend a month and a couple of weekends in the summer, but it is bigger than that. Yes, that's a component of it. So can you talk a little bit about that and your role in the work you do there? Yeah, yeah.
Speaker 2:So I love the Guard for so many reasons, not just because I've been in the Guard, but it's because, if you actually look in the Constitution, it's exactly what the founding fathers had in terms of the idea for national defense. It goes back to the militia, it is the service we started in 1636, which is actually older, not only older than the army, but older than the nation itself. And so when you look at that and the idea that someone drops the plow and they pick up the rifle, that is the citizen soldier and that's the heartbeat of America is that when something happens, your neighbors are going to come together. So that's really what we do. We have two types of soldiers. So the traditional soldier, that's the one week in a month, two weeks in the summer that most people know about.
Speaker 2:I've actually had the pleasure for the last 16 years to be an active guard or reserve soldier, so that's an AGR soldier. So I've been doing it full time. So you can imagine, essentially the soldiers come in one week in a month, two weeks in the summer, but somebody has to manage everything the planning, the coordination and administration and training on the other 28 days of the month. That's where the AGR soldiers come in and that's about 10% of the force overall.
Speaker 1:Yeah, yeah, it's fascinating. I always knew that, but until I met you I didn't really understand how all that worked and and the logistics of that Um. The other thing I love about the military and I, you know, grew up around it, but then was so fortunate to work for Webster university and park university, so we're around um it all the time is the amount of training and development that you do for the service members, and whether it be technical training or leadership skill training. Can you talk a little bit about that and why that's so important in the work you do?
Speaker 2:Yeah, absolutely so I alluded to earlier. You know what are your tax dollars paying for. So, at the end of the day, the goal of the Army is to fight and win our nation's wars. You know, there's no points for second place in this business, and so that means that what you're, what you're developing, needs to be successful when it's called upon. The National Guard's motto is always ready, always there. So that means that it's going to take a lot of effort and energy to develop that level of readiness and to sustain that level of readiness, and so this is a Gregory-ism.
Speaker 2:I think that the Army, in particular, when it looks at soldier and leader development, it talks about it in terms of two things. So apprenticeship, in terms of progressive proficiency, and then the other piece of that is redundancy or depth, because, at the end of the day, if you think about, for instance, a B-52 bomber, we not only need it to fly, but we need it to fly. And what happens if you shoot off one engine or what happens if the tail rudder is shot off? It still needs to accomplish its mission. So that's where the redundancy and the depth, and building it out to scale so that we can do that, and that's something that's probably different than in the civilian world, where you're trying to optimize it to a level of.
Speaker 2:You know, we have a certain number of people and that's all. We need to accomplish a mission and no more, no less. We're trimming the fat. There's a different redundancy that's built in because, god forbid, something happens, we still need to be able to accomplish the mission. So I think that's that's one aspect. And then again the progressive proficiency piece is we're going to train you and then we're going to. We're going to start off and then we're going to progressively build on that proficiency until you master the skill. We're not going to just necessarily just bring you in at the top. Until you've mastered the skill, we're not going to just necessarily just bring you in at the top. You want your leaders to be well-trained and capable and able to do what they need to do, because, at the end of the day, lives matter.
Speaker 1:Yeah, it's so true, and I think you know, kind of going back to the like wear green, drive a tank, shoot a gun. It's these critical life skills that you all teach, whether it is intentionally talking about like how do you pivot and how do you communicate and how you do that, and I know there's that as well but there's those life skills that you guys teach are so translatable to the corporate world and and afterlife, when, when people are out of the military, yeah, because at the end of the day, you know, again, like I say, we kind of downplayed a little bit because we're not trying to overemphasize the obvious nature of it.
Speaker 2:But you know, our business is the ethical application of violence, and so you need men and women of character to be able to do that. And so you, you know, when they're alone, when they're away from the TV cameras, they need to display integrity and they need to have a moral compass and they need to then inspire others tocible events. Going back to our other conversation of development, where you give them opportunities to, where they hone that belief system and they understand the profession, because that's truly what it is. It's not a job, this is a profession.
Speaker 1:Yeah, yeah, and it's fascinating. As someone who loves to watch teams come together and I love working with organizations who loves to watch teams come together and I love working with organizations, you know, no matter the industry, it can be super challenging, but also really rewarding. And so how do you do that? How do you lead teams and develop them and make that happen?
Speaker 2:Yeah, I think, first and foremost, you have to have a vision. So we talk in terms in commanders, we talk in terms of end states. We have to know where we're going as an organization, and a lot of the organizations I've been involved in or have led or have been, you know, had the ability to serve with the good ones, knew where they were going and all fours were rowing in the same direction. The other organizations, you know they're doing good things, but we don't know where we're going. And so I think that that's first and foremost is you have to have a clear vision and an end state of you know what? How do we define success at end state?
Speaker 2:After that, you know again, another Gregory ism, I believe firmly in you know culture, systems and people, and so you got to get once. You know where we're going. We have to get the culture right. You know what do we think of ourselves, how are we, how do we see ourselves, how do we operate. You know what is winning look like and how do we win, how do we do business, and then after that, what are the systems that support it? Because, again, personnel come and go, leaders come and go, and so you know you don't want an organization where it's a cult of personality, no-transcript. That's how I think you can lead teams and how you get them to be successful. If you focus on those things.
Speaker 1:Yeah, yeah, you're so right. Well, and I promised I wouldn't like take a hard turn, but my brain is spinning because I am on this mission to change the narrative about Gen Zs. Like, I think Gen Zs are fascinating and fantastic and going to do great things in the world. They just need guidance and some tough love and some support. And so what has been your experience in kind of bringing that generation in? It's probably still young for you, I mean, they're just starting to hit the workforce, but what's that been like?
Speaker 2:Yeah, I actually think I have a great perspective on this because in my previous assignment I was actually commander of our recruiting and retention battalion. So I had an opportunity to look at Gen Z in the face and see them up close and personal and deal with them and interact with them as they come into and they transition from civilians to soldiers. Every generation thinks that the previous generation after them is terrible, doesn't have values or lazy or something you know. And then the generation above you, those guys don't know what they were doing or they're the reason why we have all the problems.
Speaker 2:I can tell you that Gen Z is doing just as good, if not better, than every generation. We're asking more of them than what was my generation and then also the generation before us. So again, you know, the guard model is always ready, always there. Well, ready now means that they need to know more at a younger and a younger age and at a lower rank, than what we had to know. If you think about the division commander in world war ii, that division commander, that same responsibility is probably on a company that is oh, I think I lost you. Oh, there you, there you are. Yeah.
Speaker 2:Yeah, so that that is. I think that's that's. The thing is that there's monikers, and don't believe what you see in the news today, Gen Z, they're, they're raising their right hand, they're showing up, they're learning. The difference is, I would say, is that when you have social media and you have the internet, a lot of times some people equate age with ability and you can sometimes get away with I'm older, so it's this way, because I said so Whereas now you have an 18-year-old that can fact check you instantly with AI and chat GBT right there in the middle of the formation on the spot, and so they have access to information that we just didn't have, and so that is their biggest challenge is how do they wrap their heads around that?
Speaker 2:And then how do they operationalize all of the information that they have at their fingertips?
Speaker 1:Yeah, yeah it's. I love all of that because it's such a fascinating dynamic. I tell my kids, who are 20 and 22, like I don't, even, I can't wrap my head around what you're trying to do right now, because it didn't exist when I was their age. I mean, I always tease that. You know, my first phone was a bag phone and you had to, like you know, put the antenna on top of the car and it was like $4 a minute, so you weren't allowed to use it unless you like. They have everything now and so, to your point, like, figuring out how to filter it out is a challenge.
Speaker 2:Well, even they're navigating leadership. So before the internet we had a joke, for instance, in the guard Okay, so if you have a typewriter or if you have to fax something, then it takes that time to fax it, to mail it to snail mail, not email snail mail. You fax that and then it takes all that time to get it, receive it and return it, whereas this generation they can be on a mission and they have their leaders three or four echelons above them, instantly looking at them on video, getting instant spot reports and demanding answers in real time. That's a challenge that previous generations didn't have to operate in.
Speaker 1:Yeah, yeah, we love to do a program on leveraging all generations. And we were working with a local government and the police chief stood up and he's like yeah, yeah, yeah, this has been great and I appreciate it. Now, how do I fix them? I said, well, the good news is you don't have to fix them. The bad news is you got to figure out how to work with them, work around them and inspire them.
Speaker 2:Yeah. So what I like to say on that is is embrace the why. So a lot of times, the criticism on the younger generations is they need to be told why they need to do something. It was very similar to millennials, but in reality, even if you go back to World War Two, even in the army, we have every mission. It has a task and a purpose. We're going to tell you what we want you to do, but then we also have a purpose associated with it, because I want you to defend this hill or road or whatever, because if you don't do it, then the enemy can outflank us, or whatever the case may be.
Speaker 2:We've always explained why. So if we embrace that and then lean into that further, what it requires of us as leaders, though, is to be clear and intentional in our communication, our planning and our efforts. That's the piece that we don't want to necessarily look in the mirror, because now you have someone that's younger that can honestly give you some instant feedback that there's some holes in your plan or there's some holes in your communication, and I don't think there's some folks that are not necessarily ready to receive that.
Speaker 1:I don't think there's some folks that are not necessarily ready to receive. That that is so true, that is so true. Well, and I am so curious with the National Guard dynamic and that you said 90% of those who are serving are coming once a month and then in the summers. So how do you really create that strategic vision and really inspire them to lead when they also have their other full-time jobs that they're committed for and so they're kind of, how are they balancing all of that?
Speaker 2:Yeah, it's really hard for the traditional soldier to balance both. I mean, again, you are truly a citizen soldier. I lived that life for about four years before I was full time in the Guard and I was a police officer. And while I was a police officer, on drill weekends I had to go to drill and, like I said, I did some other things. But at the end of the day it may be a part time service but it's a full time commitment.
Speaker 2:So those leaders are still engaged. They still have weekly calls with leadership. It's more of a touch point with the full-timers to make sure that, hey, the minutiae in terms of planning and laying on and coordinating for ranges and the logistics and those things are actually handled. But the actual functions of leadership, the things you can't outsource those are still handled. But the actual functions of leadership, the things you can't outsource those are still handled by those traditional soldiers and they communicate with the soldiers and they still are involved in the soldiers' lives. But the beauty of it is is a lot of times there are individuals in their civilian world that have a job that's either similar to the military or there's a lot of overlap. If you're really good in the Guard. You're also really good in your civilian life, and some of our best leaders are people that do both and they balance both, and that's why they're successful is because they can do both.
Speaker 1:Yeah, yeah, it makes sense and it goes back to that. Transferable skills, like leadership skills, doesn't matter the industry or who you are or what you are. If you have those transferable skills, you'll figure it out.
Speaker 2:Absolutely, because you know how to do time management better, you know what to delegate, you know what is in your rucksack, what to own and then to execute. Absolutely.
Speaker 1:Yeah, yeah, well, and I know we've talked about this a lot too, because you previous, like you mentioned, you were in recruiting and both my kids did not go into service, but that was always something I was trying to inspire and talk to them about there's still hope for Abby. She hasn't graduated from college yet. You can work marine biology in the army it's okay, yeah. You can work marine biology in the Army it's okay, yeah. But so you know, whether you're speaking to parents or to young adults, or even to younger generations, like why should they consider service?
Speaker 2:First and foremost, patriotism, love your country and you want to defend the values that we have and everything that you read in our founding documents. If that resonates with you, then this is a profession that will help you not only serve your country but also, you know, take it to the enemy in case it need be. The other piece of that, too, is that, like I said, it's a profession we have to get over the stigma of everyone in the military is going to war. There's, I know, for a long time, while we're in a global war on terrorism, there was a stigma about everybody's going to come back with PTSD or a limb or something's missing, and the reality is is that, frankly, that's? That's actually just not the case? That does happen. There's no way to mitigate that or to downplay that. I mean, that's the hazard, the occupational hazard. However, the vast majority of people will come and go in their military career and they'll get more out of it than they actually have to sacrifice. If they look at it on balance.
Speaker 1:Yeah, yeah, I agree it is. Unfortunately, that's not the sexy stuff the news likes to cover, like they like to cover the extremes of both sides, and it's like there's a whole, whole lot in the middle. That's, that's also happening that we don't talk about.
Speaker 2:Yeah, and then also too, everyone's not a lifer. Yeah, sometimes the military is, is a, is an opportunity for you to go from here to there and as a stepping stone. So you know, the Kansas National Guard, for instance, has 100% of state tuition assistance, and so there's a lot of people that come into the Guard, use the benefits, the educational benefits, to then propel them to whatever capabilities that they need to be effective in the civilian world. And then they go into the civilian world. But then now they have that experience of the military and so they can appreciate, you know the sacrifice, or you know what the military does in a broader sense for their safety and security.
Speaker 1:Yeah, yeah, it's so fantastic. So the last question I ask everyone and I can't wait to hear your answer on this is to the level you're comfortable sharing, what's the biggest leadership or career misstep you've taken?
Speaker 2:Ooh, so I thought about that. I understand that question. I figured that that question was coming, uh, so I would say it's an ongoing thing. I don't want to talk about it as if I've answered the mail on that already. I think the reality is is the answer is finding myself.
Speaker 2:You know, that's the biggest challenge, but that's also the greatest, you know, leadership opportunity I've had is finding my own voice, figuring out who I am as a leader, and then how do I want to show up every day as a leader. And so that you know, it's taken me about 19 years to figure that out and I still don't think that I've had it totally calibrated. But at the end of the day, knowing that I actually care about culture, systems and people, and then delving deep into what that means, you know you take a bunch of personality assessments. You understand a bunch of personality assessments. You understand how the world sees you, how you see yourself. We have 360 assessments where we ask our subordinates and our peers to also weigh in, not just our superiors. And then just figuring out that you know, I care about people but I also care about results, and then how to balance the two of those, because sometimes as a leader, you have to make tough decisions, and we call it.
Speaker 2:You know, there's soldier care, but there's a difference between soldier care and soldier comfort. So we're going to train in the rain because we fight in the rain. Right, I'm not going to just. But soldier care would be is to make sure that you have the necessary wet weather equipment so that you're as dry as possible when we're training. Soldier comfort would be. Well, it's raining, so we're not going to train. I owe it to you, I owe it to the soldier, I owe it to the soldier's family to ensure that they're there as ready as possible to do what we need to do and then, if necessary, defeat the enemy and then come home. Yeah, so it's taken me a while to figure that out.
Speaker 1:That's a great answer. Well, I said I would last question. I was just thinking as you were talking, and I've been around so many service members who have different reactions when people come up and thank them for their service. Or you know this is coming out of Veterans Day. So for you, you know how should or how do you prefer or how recognitions from civilians like what would you tell someone who's never been around the military? You know what should they do, what would you like to see?
Speaker 2:Just engage with them. I mean we're real people, we're not robots, especially with the guard. I mean these are people that are living with you. You may have somebody that's serving in the guard and you don't even know it because you see them every day at work. It's just you don't necessarily realize on weekends they may be doing their guard service, or they're gone for two weeks and you think they're on vacation, but they're actually doing, you know, a part of their guard responsibilities. And so when you find somebody that's in the military, I would just say just engage with them. It's, it's great. People say thank you for your service. Uh, I, I, I enjoy it because I appreciate the recognition and the support.
Speaker 2:The only downside to it is a concern that we turn into a caste society, that it's a broader conversation about the civil-military divide and we don't want to get to the point where every year you have less and less people that are actually connected or have someone in their immediate family. That's military affiliated. We don't want to get to that point where only those people fight for us Again. That's military affiliated. We don't want to get to that point where only those people fight for us Again. That's where I go back to the guard and that I love it because it really is everyone that's in, the citizen, citizen soldier in the community. There are people among that community who put down the plow and pick up the rifle, and so that's where I would say is engage, have that conversation and you realize you'll learn something, but also realize that they, you know they're going to learn something from you as well don't come from the same backgrounds or have the same experiences, and it's like we have so much more in common than what makes us different.
Speaker 1:But what makes us different is what makes us unique and special as well, and that's where we can really learn from each other.
Speaker 2:Yeah, I'm glad you talk about adding another point. I just on that point. I just the Army in particular is a microcosm of society, and so everyone that's in society is in the Army as well. And so, like you said, the various backgrounds, ethnicities, you know your social upbringing, you know economic status, it doesn't matter. We have people, I have soldiers that are junior soldiers, who have PhDs, and they just love to blow stuff up, and so that's why they joined the army or the army guard.
Speaker 2:Uh, I had a company commander who was a lawyer and we're like, why aren't you in our JAG Corps? And with the other lawyers, it's like I don't want to do that. I want to be a field artilleryman. Um, so you never know who's in in the guard. Uh, and it's, it's just a great opportunity and they're just great people.
Speaker 1:Yeah, yeah, it's very cool and we were fortunate. You got us lined up and we got to fly in a Blackhawk this year and and that was fun and my 22 year old son is like I want to do that. You can sign up today. They'll pay you to ride the Blackhawk.
Speaker 2:Yeah, yeah, the only organization that will pay you to train you and then pay you while we're training you.
Speaker 1:So yeah, yeah, well it has. I appreciate your time today but more importantly, it has been so amazing to spend the year with you. I'm excited to you're not just a classmate, a friend. I appreciate we have a lot of opinions and thoughts and side eyes on things and I think we're both learning and growing from each other, so I really appreciate that.
Speaker 2:Yes, the feel is mutual. Thanks, katie, I appreciate it.
Speaker 1:Well, thanks for being here today. Thank you again for your service and everyone who's listening, who has served. I just really appreciate the work you've done to keep us safe and to keep us free. So thank you so much. Yeah.
Speaker 2:Thank you so much Take care.
Speaker 1:All right, I'll talk to you next time on the path to leadership. Bye, everyone.
