DVIDS – News – Courses help employees of the NUWC division in Newport develop their leadership skills


NEWPORT, RI – As the Naval Undersea Warfare Center Division Head of Newport Hull Arrays and Distribution Sensors Engineering Branch in the Sensors and Sonar Department, Brian Fuhrman is always looking for new ways to be a better supervisor. This led him to participate in the “Everything DiSC Agile EQ” leadership development course which was held virtually on July 20th.

“I’m still a fan of these soft skills classes,” Fuhrman said. “I really got a lot out of this one in particular.”

The Everything DiSC course was just one of a few pilot courses designed to improve leadership skills among the workforce that recently took place at the Newport division. A similar one-day self-leadership pilot course was held on July 29, and on August 11, a NUWC University pilot class titled “Self Leadership and Communication” was also held.

“I signed up for the course thinking I would have some sort of ‘how to effectively manage your team’ course, but instead I got something better,” Rabbil Ahmed, Head of Cyber ​​Classes at Virginia and Colombia’s security engineering branch of the Department of Submarine Warfare Combat Systems, said of the July 29 class. “I learned to take charge of my own needs and lead a conversation with leaders, as well as orient myself to be a better employee and a better leader. “

Under the guidance of John Averill, Head of the Corporate Affairs Office of the Corporate Operations Department, and his team, a leadership skills training program has been developed to develop capable and successful leaders within the Newport Division workforce. The recent pilot classes were designed to help shape the curriculum.

The program uses several training methods, such as LinkedIn Learning, NUWC University, and training provided by vendors. There are many training opportunities available, and each one focuses on an employee’s career and leadership path. The degree programs include Self-Leadership, Aspiring Leaders, Technical Program Managers and Team Leaders, Naval Sea Systems Command Programs PROPEL Launch and PROPEL Boost. The PROPEL courses were developed by Warfare Center Headquarters and serve as a benchmark for other programs so that the entire workforce can be exposed to these critical concepts.

“These courses help us all get to know each other and understand how this can impact our team members in the workplace,” Averill said. “It is an essential part of the Newport division’s mission. “

The 23 people who took the Everything DiSC course saw it with their own eyes. The course is designed to help participants understand their DiSC (Dominance, Influence, Stability and Awareness) styles and the role of Emotional Intelligence (EI). Another goal is to understand how to use these skills to read the emotional and interpersonal needs of a situation and react accordingly.

“This allows you to communicate more effectively,” said Dr. Zeke Brown, President and CEO of ZB Training Solutions, who was one of the course supervisors. “It’s not a psychological tool; it is a leadership development tool.

Brown, who was on active duty in the United States Army for 22 years before retiring in 2003, was joined by Dr. Maggie Sizer, a former air traffic controller in the Air Force, to administer the course. The online class has switched between a number of different training methods, sometimes using videos and others using chat rooms for small group discussions.

In addition to describing each element of DiSC, the course also discussed how understanding your understanding can be used to become a better leader. This knowledge helps to discover natural tendencies in people and to recognize when to move beyond these familiar patterns. It’s what allows people to take action, to adapt to any situation they may face – agility, depending on the course.

People’s behaviors enter each of the four quadrants of DiSC to varying degrees – mild, moderate or strong – and within it there are different states of mind. According to Brown and Sizer, there are eight states of mind: self-confident, dynamic, outgoing, empathetic, receptive, calm, objective, and purposeful.

Understanding these states of mind gives people the opportunity not only to better understand themselves, but also others with whom they interact.

“I thought this was a good opportunity for me to learn more about other people,” said Sharon Dziekan from the Sensors and Sonar Systems department. “It’s important that we get everything we can from all of our employees and I hope this course helps me communicate better with them. “

Similar lessons were taught in the Self-Leadership Course on July 29, which also elicited positive feedback from participants.

“The self-direction course was awesome,” said one of the 19 course participants, Vijay Peddinti, an engineer in the Signal Processing Algorithms Development branch of the Sonar Sensors and Systems Department. “At first I wasn’t sure what to expect, but I was really glad I took the course. One of the main areas of interest was to communicate effectively and clearly with leaders and inform them of our requirements to work or complete a task. I have already incorporated this in a meeting with my branch manager and will use this approach in other projects as well.

Self-leadership, or having the mindset and skills to get what you need to be successful, is an important ability to become a self-reliant and proactive leader who takes control of your own success and builds it. fully committed to achieving results.

“A leader is anyone you need to do your job,” said Bob Freytag, Senior Consulting Partner and Director of Consulting Services at Ken Blanchard Cos. and former chief petty officer of the US Navy.

Participants spent the start of the day in groups discussing and exploring answers to questions such as:

“What is stopping people from telling their leaders what they need? “
“What is the possible impact on daily work life if a leader really doesn’t know what you need? “
The group identified the keys to working well with each other, focusing on aspects like listening to learn, staying positive and authentic, having fun and expressing yourself.

They also spent time figuring out what they wanted out of the course.

“This course helps provide a framework for setting goals, recognizing your needs and learning to ask for them,” said Elena Rittling, engineer in the Infrastructure department. “It’s important to stress that all skills have a learning curve and that a stage of development is just where you are, not who you are, which is an important distinction and a good reminder. . Being at the start of learning a new skill doesn’t mean you are incompetent as a person.

By delving into the main topics of the program, the group learned about the various aspects that make up the mindset and skills of a self-leader. The group learned to cultivate these traits through group discussions, workbook exercises, conversation starters, self-reflection, and dissection of what-if scenarios.

These exercises helped the group identify the critical attributes of self-leaders, which the course identified as goal setting, diagnosis and matching.

The mindset of a self-leader includes questioning supposed constraints, activating points of power, and being proactive. The discussion of the supposed constraints was remarkable, with Freytag asking the group, “What beliefs do you have that are holding you back? “

He also shared the negative implications of the supposed constraints, saying that “they keep you from doing your best and can also defeat you before you even try.”

Once these constraints are identified, Freytag said, they can then be reframed and action can be taken to address them.

“If we don’t challenge the supposed constraints, they will become real constraints,” he said. “If you object to the supposed constraints, then it’s a short trip through the ‘why bother’ door. “

During the course on August 11, mental models, with particular emphasis on the “inference scale”, were discussed to demonstrate how past observations cause us to react quickly to certain circumstances.

The course also focused on how these reactions can be a barrier to effective communication, as well as how to recognize when hypotheses can be made without stopping to think. Tips and tools for avoiding this scale and communicating more effectively were also discussed, and a great discussion of media wealth theory ensued.

“Based on the positive student feedback received for all of these classes, we anticipate that they will continue to be offered in the future,” Averill said.

The NUWC Newport Division is a US Navy shore-based command within Naval Sea Systems Command, which designs, builds and supports the US fleet of combat ships and systems. NUWC Newport provides research, development, testing and evaluation, engineering and fleet support for submarines, autonomous submarine systems, submarine offensive and defensive weapons systems and countermeasures associated with submarine warfare.

NUWC Newport is the oldest war center in the country, tracing its legacy to the Naval Torpedo Station established on Goat Island in Newport Harbor in 1869. Commanded by Captain Chad Hennings, NUWC Newport maintains large detachments at West Palm Beach, in Florida and Andros Island in the Bahamas, as well as test facilities at Seneca Lake and Fisher’s Island, New York, Leesburg, Florida, and Dodge Pond, Connecticut.

Date taken: 28.09.2021
Date posted: 28.09.2021 13:23
Story ID: 406198
Site: NEWPORT, RI, United States

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