Priorities are established
Aiko Rose Brum
Chief, Internal Communication
FORT SHAFTER — “Based on resources, how do you control your own destiny?” asked Col. Daniel Whitney, commander, U.S. Army Garrison-Hawaii, during a leadership off-site, here, Oct. 17-19.
The commander told his directors and chiefs, in his opening remarks, to think through challenges and uncertainty in the operational environment and to shape conditions to benefit the Soldier and his or her family member.
“We have a normal way of doing business, but there are variables,” Whitney explained. “Standards don’t change, but we must innovate and integrate at all levels.”
Soldiers and civilians from the garrison’s 14 directorates and special staff performed intense reviews of the command’s priorities as they relate to the garrison’s vision, mission and strategic goals to develop long-range organizational direction. They also looked at their own directorate’s strengths, weaknesses, opportunities and threats, to set conditions for the future.
“Is our objective to have the same customer service delivery?” asked Jennifer Mootz, chief, Plans, Analysis and Integration Office, USAG-HI, and off-site facilitator. “Are we flexible and adaptable … or are we set in our ways?”
Leaders reviewed their SWOTs and determined priorities: those going well and important to sustain, and those needed for future success. Five garrison-wide priorities took shape by day two:
•Communications and Information Dissemination;
•Customer Management and Customer Service;
•Innovation, Process Improvement and Knowledge Management;
•Synchronization and Efficiencies; and
•Workforce Development and Workforce Management.
Mootz charged six teams, comprised of varied directorates, to determine critical success factors related to the garrison’s updated priorities. Teams covered safety and security; business operations; well-being and resiliency; facilities, infrastructure and the environment; Soldier and mission support; and human resources management.
“You should walk away from here understanding your stake in the game,” Whitney said. “What do we need to take off our plate to focus on the Warrior?
“We’re not broken,” he said, “but we’re going to fine-tune.”
By day three, teams had drafted up to 10 critical success factors for their areas, tied them to garrison-wide priorities, debated which factors added value and resolved which should have top priority.
Timelines and measures of success were then set for critical success factors; most become realities within a year.