Teaching With Humor Without Losing Control

Photo by Tim Mossholder on Unsplash

Humor is one of the most powerful tools a teacher can use. It lowers resistance, builds connection, and makes learning memorable. A well-timed joke can reset the room, dissolve tension, or help students engage with material they might otherwise ignore.

But humor is also a tool that requires maturity, wisdom, and intentional use. Too much or the wrong kind—and you lose control of the room. Too sharp—and you damage trust. Effective humor in the classroom is never accidental. It’s purposeful, thoughtful, and student-centered.

Here’s how to use humor to strengthen your classroom without sacrificing authority or professionalism.

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Humor Lowers Resistance

Students—especially middle schoolers—walk into class with walls already up. Humor can soften those walls and create an atmosphere where students feel safe, relaxed, and ready to learn.

A brief moment of shared laughter:

• Reduces stress
• Creates a positive emotional climate
• Increases willingness to participate
• Builds rapport without needing to “perform.”

Humor is not a distraction from learning—it’s a bridge to it.

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Keep Humor Clean and Intentional

Humor should never be random or chaotic.
It should support—instead of derail—the learning process.

Intentional humor:

• Reinforces instruction
• Lightens heavy lessons
• Helps students remember key concepts
• Adds human connection without losing structure

A quick joke doesn’t mean the rules disappear. You can make students laugh and still hold them accountable.

The Emotional Intelligence Gap in Leadership

Teams don’t thrive because their leader can recite policy, quote data, or solve every technical problem.
Teams thrive because their leader understands people—how they think, how they feel, and how they work together.

This gap between traditional leadership training and emotional intelligence is one of the biggest performance challenges in schools, teams, businesses, and ministries today.

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EQ Beats IQ in Every Leadership Role

Smart leaders are useful.
Emotionally intelligent leaders are transformational.

IQ can help you analyze a situation.
EQ helps you lead people through it.

Leaders with high EQ:

• Resolve conflict more effectively
• Build trust faster
• Make clearer decisions under pressure
• Inspire loyalty—not compliance
• Create psychological safety for their teams

The research is consistent: emotional intelligence predicts leadership success more accurately than technical skill or cognitive intelligence alone.

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Teach Self-Awareness, Not Just Skills

Many leadership programs focus on:

Photo by Branko Stancevic on Unsplash

• Time management
• Planning
• Organizational systems
• Productivity tools

All important—but incomplete.

Without self-awareness, leaders:

• Misread situations
• React emotionally instead of intentionally
• Miss patterns in their own behavior
• Damage relationships without realizing it

Self-awareness is the foundation of emotional intelligence.
It teaches leaders to understand:

• What triggers them
• How their tone affects others
• When they are overwhelmed
• How their behavior shapes culture

Great leadership begins with understanding yourself—before trying to guide anyone else.

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Model Emotional Control

Followers take emotional cues from their leader.

If the leader is anxious, the team becomes anxious.
If the leader is reactive, the team becomes reactive.
If the leader is grounded, the team stabilizes—even in chaos.

Emotional control isn’t about suppressing feelings; it’s about managing them wisely.

Leaders must show:

• Calm under pressure
• Patience during conflict
• Measured reactions
• Thoughtful responses instead of impulsive ones

When a leader models emotional regulation, the entire team rises to that standard.

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Empathy Drives Performance

Empathy is not softness. It’s not a compromise. It’s not avoiding difficult conversations.

Empathy is clarity.

It allows leaders to:

• Understand what their people need
• Recognize emotions in others
• Give support without lowering expectations
• Correct behavior without breaking trust
• Elevate performance by understanding motivation

Teams perform better when they feel seen, heard, and understood.
Empathy is the skill that opens that door.

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Emotional Intelligence Can Be Trained

The best part of EQ?
It isn’t fixed.

Anyone—teacher, coach, pastor, manager, or student—can improve their emotional intelligence with intentional practice.

Leaders can develop:

• Self-awareness
• Self-regulation
• Social awareness
• Relationship skills
• Empathy
• Better communication habits

Emotional intelligence isn’t something you either “have” or “don’t have.”
It’s something you build.

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Tested in Real Life — The Maranatha Youth Group Workshop

I recently taught an emotional intelligence workshop for the Maranatha Youth Group, and the impact was immediate. Students and leaders shared how the training helped them:

• Understand their emotional triggers
• Navigate stress with clarity
• Strengthen relationships through empathy
• Approach disagreements with respect
• Lead with compassion and confidence

Their testimonials will be included in my upcoming promotional materials—but the short version is simple:
EQ training works. And people feel the difference right away.

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Final Thought

Leadership today demands more than knowledge—it demands emotional intelligence.
The gap is real, but it’s also fixable.

Teach self-awareness.
Model emotional control.
Lead with empathy.
Build emotional intelligence on purpose.

Your team—with all their strengths, struggles, and potential—will rise with you.

When your school, staff, organization, or youth group wants to strengthen leadership, improve culture, and elevate performance, I offer a full Emotional Intelligence workshop.

You can book it directly or learn more at:
👉 www.johnvandusen.com

Teach it.
Coach it.
Lead.

www.johnvandusen.com

Sources & Credits

For foundational research on emotional intelligence and leadership effectiveness, see Daniel Goleman’s work in Emotional Intelligence (Bantam Books, 1995) and Primal Leadership (Harvard Business Review Press, 2002).

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

The 5-Point Contingency Plan (GOTWA): A Simple System Every Leader Should Use

Photo by Glenn Carstens-Peters on Unsplash

In the Army, leaders don’t leave their team without clear expectations. Whether stepping away for five
minutes or five hours, soldiers are trained to use a simple structure called a 5-Point Contingency Plan, better known as GOTWA.

It’s quick.
It’s clear.
And it works—every time.

GOTWA keeps everyone informed, prepared, and confident even when the leader isn’t immediately available.

The best part?
Teachers, office teams, coaches, and administrators can use GOTWA just as effectively as military units.

Let’s break it down.

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What Is GOTWA?

GOTWA = Going, Others, Time, What to do if I don’t return, Actions if we meet contact.

In Army language:

1. G – Where you are Going

2. O – Others you’re taking with you

3. T – Time you’ll be gone

4. W – What to do if I don’t return

5. A – Actions to take if contact occurs

It’s a short, predictable script that tells your team exactly what they need to know before you step out.

Now let’s translate it into school, coaching, and business life.

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1. Going — Where You Are Going

Photo by Tamas Tuzes-Katai on Unsplash

In teaching or office settings, this simply means:

• Where you will be
• Why you’re away
• When you expect to be reachable

Examples:

Teacher:
“I’m going to the office to meet with a parent.”
“I’m in the IEP meeting down the hall.”

Office Leader:
“I’m offsite at a training.”
“I’ll be across town at a client meeting.”

Clarity removes confusion.

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2. Others — Who Is Going With You (or Covering for You)

People need to know:

• Who is stepping in
• Who can answer questions
• What chain of support exists

Examples:

Teacher:
“Mrs. Johnson is next door if you need immediate help.”
“The para will check in twice this hour.”

Business:
“Tom will handle any urgent emails.”
“Sara is your point of contact until I’m back.”

You’re not leaving them alone—you’re connecting them with support.

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3. Time — How Long You’ll Be Gone

This removes uncertainty and prevents panic.

Examples:

Teacher:
“I’ll be out for one hour.”
“I’ll be gone today but back tomorrow morning.”

Office:
“I’ll be away from my desk from 1–3 PM.”
“I’m out for three days, returning Monday.”

Time creates predictability.

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4. What to Do if I Don’t Return

In the Army, this is about contingencies.
In schools and organizations, it’s about backup plans.

Examples:

Teacher:
“If I’m not back by the bell, pack up and wait for the hallway dismissal.”
“If the video finishes and I’m not back, start the reading assignment.”

Office:
“If I don’t return by 3, send the report without me.”
“If I’m still out by this afternoon, call the assistant principal.”

This is the most important step for substitute plans—and the most forgotten.

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5. Actions to Take if Contact Occurs

In the military, “contact” means the enemy.
In the real world, “contact” means problems, unexpected events, or stress points.

Examples:

Teacher:
“If a student becomes disruptive, follow our classroom management plan and contact the office if needed.”
“If technology fails, switch to the paper backup on my desk.”

Office:
“If a client issue comes up, escalate to the team lead.”
“If new information arrives, document it and email the team.”

This prevents improvisation and keeps standards consistent.

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Photo by Centre for Ageing Better on Unsplash

How GOTWA Helps Teachers With a Substitute

A substitute teacher can run a class smoothly if they know three things:

1. What to do

2. What to expect

3. Who to call when things go sideways

A GOTWA-style sub plan includes:

G: Where you are (PD, sick day, school event)
O: Who to contact (team teacher, para, admin)
T: How long you’ll be gone
W: Backup plans if lessons run short or issues arise
A: What to do in behavioral or safety situations

It removes guesswork and builds confidence for everyone involved.

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How GOTWA Helps Offices and Businesses

Managers and team leaders can use GOTWA to:

• Communicate availability clearly
• Reduce interruptions
• Empower employees
• Build trust
• Ensure projects keep moving

Employees perform better when they aren’t left guessing.

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Why GOTWA Works Everywhere

Because it provides:

• Predictability
• Clarity
• Contingency planning
• Support systems
• Confidence in the leader’s absence

Good leaders think ahead.
Great leaders give their team the tools to succeed—even when they’re not in the room.

GOTWA is how you do that.

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Final Thought

Whether you’re teaching middle school, running a business, coaching athletes, or managing a team, the 5-point contingency plan gives you a simple, proven system for staying organized and keeping your people informed.

Try it for a sick day.
Try it for a meeting.
Try it for a field trip, project, or game day.

You’ll be shocked at how much smoother things run when people know exactly what to expect.

Teach. Coach. Lead.
JVD

Sources & Credits

The 5-Point Contingency Plan (GOTWA) is an established small-unit leadership tool outlined in U.S. Army field manuals on operations and troop leading procedures, including ATP 3-21.8 and FM 6-0.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

“We’ve Always Done It This Way”

Photo by Jametlene Reskp on Unsplash

Few phrases shut down progress faster than:

“We’ve always done it this way.”

It sounds harmless. Familiar. Safe.

But in reality, it’s a barrier—one that stops innovation, blocks improvement, and slowly drains the momentum from any team or organization.

Tradition has value. It connects people to meaning and purpose. But tradition cannot be a strategy, and it cannot be a substitute for growth.

If we want to move forward, we must be willing to challenge the habits that keep us standing still.

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Tradition Isn’t a Strategy

Many systems—schools, teams, offices, and even families—fall into routines that become sacred simply because they’re old.

But age doesn’t equal effectiveness.

If the only reason something continues to exist is that,

 “that’s how we’ve always done it,”

then it’s overdue for evaluation. Leaders must regularly ask:

• Does this still serve our mission?
• Is this still the best way?
• Is this helping the people we lead?

If the answer is no, it’s time to rethink the process.

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Improvement Requires Discomfort

Growth never happens inside a comfort zone.

Improvement demands:

• Honest reflection
• Willingness to experiment
• Openness to critique
• Courage to change what no longer works

Stagnation feels safe, but it slowly erodes performance and morale. Discomfort isn’t a threat—it’s evidence that progress is happening.

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Challenge Stagnant Habits

Every organization has routines that were created for a moment that no longer exists. Leaders must be willing to challenge these “automatic behaviors” that continue simply because no one has questioned them.

Ask yourself and your team:

• What habits no longer fit our needs?
• What systems create more work than value?
• What routines keep us from being our best?

Challenging a habit isn’t disrespecting the past—it’s preparing for the future.

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Innovate With Purpose

Innovation doesn’t mean chasing every new idea. It means improving with intention.

Purposeful innovation is:

• Aligned to mission
• Backed by evidence or experience
• Practiced consistently
• Evaluated honestly

The goal isn’t change for the sake of change—it’s change that strengthens performance and clarity.

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Change What Needs Changing

Not everything needs an overhaul. But some things absolutely do.

Leadership requires the wisdom to know the difference.

When something is slowing you down, confusing your team, or limiting your effectiveness, it’s time to adjust. The best leaders stay alert to areas where small, focused changes can create large improvements.

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“Improving Your Fighting Position” — The Army Mindset

This is one of the things the Army got right.

Photo by Denise Jans on Unsplash

In the military, we constantly talk about improving our fighting position.
It’s a discipline, not a suggestion.

Your “fighting position” might be:

• Your office
• Your routines
• Your communication system
• Your team processes
• Your daily workflow

Maybe it starts as a sticky note.
Then it becomes a whiteboard.
Then a printed sheet.
Then a full Standing Operating Procedure (SOP).

The principle stays the same:
Whatever position you’re in—leave it better than you found it.

Continuous improvement is not optional. It’s a professional obligation.

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Final Thought

“We’ve always done it this way” is a mindset that holds teams back. Leaders who challenge it create organizations that grow, adapt, and thrive.

Tradition has its place.
But improvement is the mission.

Keep refining.
Keep evaluating.
Keep improving your fighting position.

Teach it.
Coach it.
Lead.

www.johnvandusen.com

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Sources & Credits

For insights on organizational habits, culture, and improvement cycles, see James C. Collins’ exploration of disciplined innovation in Good to Great (HarperBusiness, 2001). For foundational military perspectives on continuous improvement, see principles of small-unit tactics outlined in U.S. Army leadership doctrine.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

Army Troop Leading Procedures: A Leadership System Any Organization Can Use

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The Army is full of systems, but few are as flexible—or as useful—as the Troop Leading Procedures
(TLPs). Designed to help leaders plan and execute missions at the small-unit level, TLPs give structure to chaos and clarity to complexity. They help leaders move quickly, make smart decisions, and ensure everyone understands the mission.

Here’s the best part: you don’t need to wear a uniform to use them.

Teachers, coaches, administrators, youth leaders, and business owners can all benefit from the same process soldiers use to turn mission into action.

Let’s break down the TLPs step-by-step—and translate them into civilian life.

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The 8 Troop Leading Procedures (TLPs)

1. Receive the Mission

2. Issue a Warning Order (WARNO)

3. Make a Tentative Plan

4. Start Necessary Movement

5. Reconnoiter

6. Complete the Plan

7. Issue the Order

8. Supervise and Refine

They’re simple, powerful, and built for real-world friction—not idealized, perfect scenarios.

Now, here’s how they apply to everyday leadership.

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1. Receive the Mission

In the Army, this is where leaders get their task from higher headquarters.

In civilian life, it means:

• Understanding the assignment
• Clarifying the goal
• Identifying constraints
• Defining success

Before you start, know the mission—and make sure everyone else will too.

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2. Issue a Warning Order (WARNO)

A WARNO tells your team:
“A mission is coming. Start preparing.”

Teachers can use it when a big project is coming up.
Coaches use it before tough practices or game weeks.
Businesses use it before major deadlines or events.

Early heads-up = better preparation, less stress.

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Photo by Nick Fewings on Unsplash

3. Make a Tentative Plan

This isn’t the final plan—it’s the first draft.

Leaders sketch out:

• Possible approaches
• Obstacles
• Needed resources
• Time constraints

The goal is not perfection—it’s momentum.

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4. Start Necessary Movement

In the Army, soldiers might move equipment, prep vehicles, or begin rehearsals.

Civilian equivalent:

• Reserve venues
• Gather materials
• Inform stakeholders
• Start setting conditions early

You don’t need the final plan to start the first steps.

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5. Reconnoiter

Recon is checking the facts before committing.

Teachers: visit the computer lab, check materials, inspect the classroom setup.
Coaches: walk the field, study the opponent, evaluate players.
Business leaders: review data, check budgets, verify timelines.

Recon saves you from being surprised later.

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6. Complete the Plan

Once you’ve gathered intel, you update your preliminary plan and finalize details.

This is where the plan becomes:

• Clear
• Detailed
• Realistic
• Executable

The plan must match the mission and the time available.

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7. Issue the Order

In the Army, leaders give a clear, structured operations order.

In any organization, this step is simple:

Communicate the plan clearly.

People need to know:

• What they’re doing
• Why it matters
• How it will happen
• Their role in the execution
• The timeline

Clarity beats complexity every time.

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8. Supervise and Refine

This is the most important—and most forgotten—step.

Great leaders:

• Circulate
• Check understanding
• Offer guidance
• Correct course
• Make adjustments
• Keep standards high

No plan survives first contact untouched. Leadership does the refining.

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How TLPs Help Any Organization

For Teachers

TLPs help with:

• Unit planning
• Group projects
• Field trips
• Classroom procedures
• School events

The structure keeps things predictable and builds calm in busy environments.

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For Coaches

TLPs streamline:

• Practice plans
• Game-week preparation
• Scouting
• Travel logistics
• Player communication

Coaches who use TLPs eliminate chaos and build discipline.

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For Businesses

Photo by Brett Jordan on Unsplash

TLPs support:

• Project management
• Event planning
• Team tasking
• Staff communication
• Training programs

Any business moving fast needs a repeatable system. TLPs do exactly that.

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Why TLPs Work Everywhere

Because they provide:

• Early communication
• Predictable structure
• Clear expectations
• Logical sequencing
• Space for adjustment
• Built-in supervision

They reduce confusion and increase ownership—and they work in any environment that requires people to coordinate effort and execute tasks under time pressure.

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Final Thought

The Army’s Troop Leading Procedures are more than a military tool—they’re a leadership framework that brings clarity, structure, and calm to any mission.

Whether you’re running a classroom, a locker room, a youth group, or a business team, TLPs help you think like a leader and execute like a professional.

Try them.
Adapt them.
Use them.

You’ll be surprised at how much smoother everything becomes.

—Mr. VanDusen

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Sources & Credits

The Troop Leading Procedures are outlined in U.S. Army doctrinal publications including ATP 5-0.1 and FM 6-0. Adaptations in this article translate these concepts into educational, athletic, and organizational settings.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

The Leadership Gap: Why Good People Struggle to Lead Well

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We’ve all seen it happen: talented, capable people step into leadership roles and immediately feel
overwhelmed. Not because they lack intelligence or work ethic, but because talent doesn’t automatically translate to leadership.

Leadership isn’t a promotion.
It isn’t a reward for being good at your job.
Leadership is a separate skillset—one many people are never taught before they’re expected to excel at it.

That creates the leadership gap, and it shows up in three key areas.

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1. The Skills Gap

Leadership requires communication, delegation, conflict resolution, planning, and emotional intelligence. These aren’t instincts—they’re learned abilities.

People often walk into leadership roles with strong technical skills but almost no training in how to actually lead humans.

Closing the Skills Gap

• Offer leadership training early
• Teach communication and coaching skills
• Provide mentorship from experienced leaders
• Give new leaders small leadership responsibilities before big ones

Skills don’t appear through trial and error—they grow through intentional development.

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2. The Confidence Gap

Many new leaders hesitate because they’re afraid of making the wrong call. They second-guess decisions, overthink interactions, and freeze when things get difficult.

Confidence isn’t arrogance—it’s the belief you can grow into the job.

Closing the Confidence Gap

• Celebrate small wins
• Provide clear expectations
• Model vulnerability and healthy decision-making
• Give timely, honest feedback

Confidence grows when leaders realize they don’t have to be perfect—they just have to be committed.

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3. The Mindset Gap

Photo by Kelly Sikkema on Unsplash

Some people step into leadership but still think like individual contributors. They focus on doing tasks themselves instead of guiding others.

Leadership is a shift from “I do the work” to “I develop the people who do the work.”

Closing the Mindset Gap

• Teach leaders to think long-term
• Focus on culture, not just performance
• Encourage collaboration instead of heroics
• Reinforce that leadership is service, not status

A leader’s mindset sets the tone for the entire team.

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Promote Leaders Before — Not After — They’re Ready

A common mistake in organizations is waiting until someone is “fully ready” to put them into leadership.

That day never comes.

The better approach is to give emerging leaders:

• Small leadership roles
• Opportunities to coach or guide others
• Limited authority with structured support
• Space to fail safely

Leadership is like strengthening a muscle—it only develops with use.

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Why Growth Beats Perfection

Perfection creates stress. Growth creates progress.

Teams don’t need flawless leaders.
They need leaders who:

• Learn quickly
• Listen well
• Adapt
• Serve their people

Growth-oriented leaders build cultures where improvement is normal and mistakes are learning opportunities, not failures.

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The Peter Principle: A Warning for Every Orginization

Dr. Laurence Peter’s Peter Principle states that in many organizations, people are promoted based on success in their current role—until they reach a level where they are no longer competent.

In other words:

People get promoted until they land in a job they’re not equipped to handle.

The solution isn’t to promote less—it’s to prepare more.

Strong organizations train leadership ability before someone becomes a leader, not after they’re struggling.

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Final Thought

Good people don’t fail at leadership because they’re incapable.
They struggle because they were never given the tools, time, or training to grow into the role.

Close the skills gap.
Build the confidence gap.
Shift the mindset gap.
Develop leaders early.

Growth beats perfection—every time.

Teach it.
Coach it.
Lead.

www.johnvandusen.com

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Sources & Credits

For foundational research on leadership development and promotion pitfalls, see Laurence J. Peter & Raymond Hull, The Peter Principle (HarperCollins, 1969). Insights on leader growth and organizational culture are also supported by Jim Collins in Good to Great (HarperBusiness, 2001).

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

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The 1/3–2/3 Rule: A Planning Skill Every Organization Should Steal From the Army

Photo by Bozhin Karaivanov on Unsplash

In the Army, time is everything. Missions succeed or fail based on how quickly units can plan, prepare, and execute. To keep timelines tight and responsibilities clear, the Army uses a simple but powerful principle called the 1/3–2/3 Rule—and it’s a tool every school, team, staff, or organization can benefit from.

At its core, the rule ensures leaders don’t waste time and subordinates don’t get boxed into impossible deadlines. It creates predictability, structure, and fairness… even when the clock is ticking.

Let’s break it down in plain language and then translate it to civilian life.

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What Is the 1/3–2/3 Rule?

The rule is straightforward:

A leader keeps one-third of the available time for planning and gives the remaining two-thirds to their subordinates to complete the mission.

If higher headquarters gives you 24 hours to execute…

• The leader uses 8 hours to plan
• Subordinates get 16 hours to prepare and execute

The math is simple, but the discipline is the magic.

This prevents leaders from burning up all the available time creating the “perfect” plan while the people who actually need to carry it out are left scrambling.

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Why the Rule Works

The 1/3–2/3 Rule forces leaders to:

• Make timely decisions
• Produce workable—not perfect—plans
• Respect the time and workload of their teams
• Get information out early
• Keep execution realistic and achievable

It protects everyone from the bottleneck of a slow leader.

And no matter the setting—a battalion, a school, a nonprofit, a company—the bottleneck is always the enemy of progress.

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How Any Organization Can Use the 1/3–2/3 Rule

You don’t need uniforms or rank insignia to use this rule.
Any team with deadlines, events, projects, or tasks can benefit immediately.

Here’s how.

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1. Communicate Expectations Early

If a project is due on Friday, you shouldn’t hold onto it until Thursday night before telling your team. With the 1/3–2/3 rule:

• You take the first third to gather information, clarify the task, create direction
• You deliver the rest of the timeline to your team so they can actually do the work

Early clarity always beats late perfection.

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Photo by Jon Tyson on Unsplash

2. Use the Rule for Meetings, Projects, and Events

School events, business proposals, game prep, unit plans—this rule keeps everything on track.

Examples:

• If you have a 9-day planning window for a school event
– Leaders plan for 3 days
– Staff get 6 days to prepare
• If your business has a 60-day timeline for a project
– Leadership makes decisions by Day 20
– Teams get 40 full days to execute

This structure scales easily to any timeline.

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3. Prevent Burnout With Predictable Planning Cycles

Nothing burns out a team like receiving information “last minute.”

The 1/3–2/3 rule:

• Reduces stress
• Avoids frantic late-night prep
• Protects weekends and family time
• Creates a rhythm the team can rely on

When people know they’ll get adequate time to do their job, they perform better.

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4. Improve Trust and Transparency

When leaders consistently push information early:

• Teams trust them more
• Communication improves
• Mistakes drop
• Ownership increases

People don’t resist responsibility—they resist surprises.

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5. Build a Culture of Discipline, Not Chaos

The best organizations don’t work harder; they work earlier.

The 1/3–2/3 rule creates a culture where:

• Timelines are respected
• Decisions are timely
• Teams aren’t blindsided
• Leaders aren’t “winging it”
• Everyone gets the time they need to succeed

This makes any organization more effective regardless of size or mission.

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The Biggest Misconception

Some people think the rule is about taking less time as a leader.

Not exactly.

It’s about using time wisely:

• Make a good plan
• Make it fast
• Get it out early
• Let your people work

The rule forces leaders to shift from “perfect planning” to “productive planning.”

In the Army, that can save lives.
In civilian organizations, it can save time, morale, and resources.

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Final Thought

The 1/3–2/3 Rule is one of the simple systems the Army gets right. It keeps planning disciplined, timelines manageable, and teams empowered.

Use it for meetings.
Use it for events.
Use it for classrooms.
Use it for leadership teams.

Whatever timeline you have—divide it.
Take your third.
Give them their two-thirds.

You’ll be amazed at how much smoother everything runs.

Teach. Coach. Lead.
JVD

Sources & Credits

This concept is derived from U.S. Army operations doctrine, specifically principles outlined in ATP 5-0.1 and FM 6-0 regarding the Troop Leading Procedures and time management in mission planning.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

One Thing Every Leader Should Say More Often: “I Don’t Know.”

Photo by 愚木混株 Yumu on Unsplash

In a world that expects leaders to have instant answers, admitting “I don’t know” feels risky. But here’s the truth: it’s one of the most powerful phrases a leader can use.

Saying “I don’t know” isn’t a confession of weakness. It’s a commitment to honesty, clarity, and trust. When leaders pretend to have answers, teams can feel the disconnect immediately. When leaders speak with humility, the entire organization becomes more grounded and more capable.

It Shows Humility, Not Weakness

Strong leadership isn’t about projecting perfection—it’s about being real.
When a leader admits they don’t know something, they’re demonstrating:

• Self-awareness
• Emotional maturity
• Confidence without ego

People don’t expect leaders to be flawless. They expect leaders to be truthful. Humility builds far more trust than a scripted, overconfident answer ever could.

It Creates Space for Collaboration and Honesty

When a leader owns their uncertainty, it gives everyone else permission to be honest too.
This simple phrase:

• Opens the door for new ideas
• Reduces pressure on the team
• Encourages genuine problem-solving
• Helps people speak up without fear

The best solutions rarely come from one person at the top. They come from teams that feel safe enough to contribute.

Contrast With Fake Confidence

Fake confidence is easy to spot—and once people see it, trust erodes quickly.
Pretending to know the answer:

• Shuts down dialogue
• Creates confusion
• Leads teams in the wrong direction
• Damages credibility when reality catches up

Photo by Júnior Ferreira on Unsplash

Real leadership doesn’t bluff. It builds a foundation of honesty, even when the path forward is still taking shape.

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A Practical Example

Imagine a team member asks a tough question about a new initiative. Instead of guessing, dodging, or
rushing out a half-sure answer, the leader responds:

“I don’t know yet. What ideas do you have?”

That single shift turns a moment of uncertainty into a moment of empowerment. It invites the team into the process and shows that their perspective matters. Over time, this approach builds a culture where initiative and creativity thrive.

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Final Thought

“I don’t know” isn’t an ending. It’s the beginning of better conversations, better solutions, and stronger leadership.

Honesty builds credibility — even in uncertainty.

Teach it.
Coach it.
Lead.

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Sources & Credits

Leadership research consistently supports the value of humility in effective leadership. For foundational work on humility, transparency, and trust-building in organizations, see Jim Collins’ discussion of Level 5 Leadership in Good to Great (HarperBusiness, 2001).

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

How to Lead Through Change Without Losing Your Team

Photo by SEO Galaxy on Unsplash

Change hits schools, teams, and organizations like a surprise fire drill: loud, inconvenient, and usually right when you were finally enjoying a cup of coffee. But here’s the truth—if you don’t lead change on purpose, change will lead you, and it’s usually a terrible driver.

For the Command and General Staff College, we teach Kotter’s 8-Step Change Model. It’s simple, smart, and built for real humans—not mythical teams who “love change.”

Let’s break it down in plain English. Then I’ll show you how to guide your people through the chaos without losing their trust—or your mind.

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Kotter’s 8-Step Change Model 

1. Create a Sense of Urgency

People don’t move just because you said so. They move when they understand that staying still is no longer an option.
This isn’t about fearmongering—it’s about clarity. Show the stakes. Share the data. Paint the picture.

2. Build a Guiding Coalition

You need allies. Not yes-men. Not people who disappear the moment work appears.
Find those who carry influence, trust, and follow-through. They become your internal engine.

3. Form a Strategic Vision and Initiatives

This is where you answer the golden question:
“Where are we going, and how will we know we’re getting there?”
Keep the vision simple. If it takes more than 30 seconds to explain, it’s homework, not a vision.

Photo by Brett Jordan on Unsplash

4. Communicate the Vision (A Lot)

If you’re sick of saying it, they’re finally starting to hear it.
No, seriously. People don’t absorb change the first time, especially when their routines are being disrupted.

5. Remove Obstacles

If your team keeps tripping over the same problems, the problem isn’t them.
Cut the red tape. Fix the systems. Give them the tools to actually succeed.

6. Generate Short-Term Wins

Nothing keeps momentum like a quick victory.
Find an early win and celebrate it like your favorite team finally beat their rival.

7. Sustain Acceleration

People revert to the old way the second you stop watching.
Keep improving. Keep adjusting. Keep pushing the vision until the new normal becomes… normal.

8. Anchor the Change in the Culture

When people say, “This is just how we do things now,” congratulations—you’ve won.

It’s no longer a change. It’s a habit.

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So How Do You Lead Through Change Without Losing Your Team?

Here’s the part leaders usually mess up:
Change isn’t about the new system, structure, or strategy—it's about people.

Let’s hit the essentials.

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Communicate early—even when you don’t have all the answers.

Leaders often wait until everything is “perfectly figured out” before they share information.
Spoiler: that day never comes.
Silence breeds rumors. Rumors breed fear. Fear breeds resistance.

Say what you know.
Say what you don’t know.
Say when they can expect an update.

People don’t need perfection. They need honesty.

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Explain the “why” behind the change.

Nothing loses a team faster than forcing a change without telling them the reason.
Give them the purpose. Give them the story. Give them the big picture.

When people understand the “why,” the “how” becomes far less overwhelming.

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Give people ownership in the transition.

If people feel like change is done to them, they’ll resist.
If people feel like change is done with them, they’ll engage.

Invite ideas.
Ask for feedback.
Let them help build the solution.

Ownership creates buy-in faster than any memo ever written.

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Address uncertainty directly.

Change creates anxiety—always.
Ignoring it doesn’t make it go away.
Call it out. Let people ask questions. Tell them what’s changing and what’s not.

Your job is not to eliminate uncertainty—it’s to lead your team through it with confidence.

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Keep the mission steady while the methods shift.

Change is easier when the mission stays the same.
You can change tools, schedules, workflows, or systems—as long as the purpose remains rock-solid.

When everything feels like it’s moving, anchor people to what will not change.

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Final Thought

Change isn’t a storm you survive—it’s a season you lead through.
And when done well, it can strengthen trust, sharpen focus, and elevate your team to a new level they didn’t know they had in them.

So communicate. Explain the why. Share ownership. Embrace the uncertainty. Keep the mission steady.

Teach it.

Coach it.

Lead.

JVD

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Sources & Credits

Kotter’s 8-Step Change Model is based on the work of Dr. John P. Kotter, first published in Leading Change (Harvard Business School Press, 1996).

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.