Problem Solving (Part 1): Understanding the Type of Problem You’re Facing

Leaders solve problems every single day.

Photo by Karla Hernandez on Unsplash

Some are small.
Some are urgent.
Some are predictable.
Some are messy and unclear.

But here’s what most leaders miss:

Not all problems are the same.

One of the most helpful lessons from FM 6-0 (Commander and Staff Organization and Operations) is this:

Before you try to solve a problem, you must first understand what type of problem you’re dealing with.

Because the structure of the problem determines the approach.

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What Is a Problem?

According to Army doctrine, a problem is:

An issue or obstacle that makes it difficult to achieve a desired goal or end state.

Simple definition. Powerful implications.

If you’re not reaching your desired end state, something is interfering. That interference is the problem.

The complexity of that interference determines whether the problem is:

• Well-structured

• Medium-structured

• Ill-structured

Understanding that distinction is leadership maturity.

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Well-Structured Problems

Photo by Markus Winkler on Unsplash

These are the most straightforward.

Well-structured problems:

• Are easy to identify

• Have required information available

• Have relatively obvious solution methods

• Have verifiable solutions

They may still be difficult—but they are clear.

Examples:

In Education

• A scheduling conflict

• A grading calculation error

• A bus transportation issue

• A technology malfunction

In Coaching

• Incorrect player alignment

• Practice timing adjustments

• Equipment logistics

In Business

• Budget math

• Supply chain tracking

• Deadline planning

• Project timelines

You know what the problem is.
You know what “done” looks like.
You just need to execute.

For these problems, leaders rely on experience, checklists, procedures, or standard operating processes.

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Medium-Structured Problems

Now things get more complicated.

Medium-structured problems:

• Are more interactively complex

• Have multiple variables

• Require judgment

• Have more than one possible solution

• Involve disagreement about how to apply principles

The end state may be clear—but how to get there isn’t.

Examples:

In Education

• Improving student engagement

• Addressing behavior patterns

• Raising overall academic performance

• Implementing a new curriculum

In Coaching

• Designing a defensive strategy

• Managing team chemistry

• Adjusting scheme to opponent strengths

In Business

• Entering a new market

• Reorganizing departments

• Responding to competitive pressure

Leaders may agree on the goal—but disagree on the path.

These problems require iteration. Discussion. Adjustment. Sometimes multiple attempts.

There is no formula that works every time.

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Ill-Structured Problems

These are the hardest.

Photo by Jackson Simmer on Unsplash

Ill-structured problems are:

• Complex

• Nonlinear

• Dynamic

• Constantly evolving

• Difficult to define clearly

• Disagreed upon in terms of both solution and end state

With ill-structured problems, leaders may not even agree on:

• What the real problem is

• What success looks like

• Whether the end state is achievable

Examples:

In Education

• Culture decline

• Community distrust

• Chronic absenteeism

• Long-term performance gaps

In Coaching

• A losing program identity crisis

• Deep internal conflict

• Rebuilding team standards

In Business

• Brand erosion

• Organizational collapse

• Market disruption

• Ethical breakdown

These problems require design thinking, reflection, reframing, and deeper analysis before jumping to solutions.

If you try to apply a checklist to an ill-structured problem, you’ll fail.

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Why This Matters

Many leadership failures don’t come from poor effort.

They come from misidentifying the problem structure.

Leaders treat:

• Ill-structured problems like well-structured ones

• Medium problems like quick fixes

• Complex issues like math equations

And when the solution doesn’t work, frustration grows.

The first step in problem solving is not solving.

It’s diagnosing.

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Not Every Problem Needs a 10-Page Plan

Photo by Brett Jordan on Unsplash

Doctrine makes another critical point:

Not all problems require lengthy analysis.

Some problems can be solved quickly using experience.

Others require a systematic approach.

The real objective isn’t just solving the near-term issue.
It’s solving it in a way that supports long-term success.

Quick fixes that create bigger problems later are not leadership wins.

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Final Thought

Problem solving is not about being the smartest person in the room.

It’s about asking the right question first:

What kind of problem am I dealing with?

Well-structured?
Medium-structured?
Ill-structured?

Once you understand the structure, the path forward becomes clearer.

In the next post, we’ll walk through the Army’s systematic approach to solving well- and medium-structured problems—and how you can apply it in education, coaching, and business.

Because better problem-solving builds better leaders.

Teach it. Coach it. Lead.
JVD

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, and ADRP 5-0 regarding problem structure and design methodology.

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

The Ethical Triangle: A Simple Framework for Better Decisions

Leadership gets complicated fast.

Photo by said alamri on Unsplash

Pressure builds.
Information is incomplete.
Emotions run high.
Stakeholders disagree.

And somewhere in the middle of all that, you have to make a decision.

The problem isn’t usually a lack of intelligence. It’s a lack of structure. When ethical decisions get messy, leaders need a framework that forces clarity.

That’s where the Ethical Triangle comes in.

The Ethical Triangle examines decisions from three angles:

1. Principles-Based Ethics

2. Values-Based Ethics

3. Consequences-Based Ethics

Instead of reacting emotionally or impulsively, the triangle forces leaders to pause and analyze from multiple perspectives before acting.

Let’s break it down.

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1. Principles-Based Ethics — What Rules or Duties Apply?

Principles-based ethics focuses on duties, laws, rules, and moral obligations.

This approach asks:

Photo by Tingey Injury Law Firm on Unsplash

• What policies apply here?

• What laws govern this decision?

• What professional standards must I uphold?
  

• What commitments have I made?

In education, this might involve student privacy laws or district policy.
In business, it might involve contracts or compliance regulations.
In leadership, it might involve professional codes of conduct.

Principles create boundaries. They prevent chaos and ensure fairness.

However, principles alone do not solve every ethical dilemma. Sometimes rules conflict. Sometimes they don’t fully address complex human situations.

That’s why the triangle has two other sides.

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2. Values-Based Ethics — What Aligns With Our Core Beliefs?

Values-based ethics focuses on identity and character.

It asks:

• Who are we as an organization?

• What do we claim to stand for?

• Does this decision reflect integrity?

• Does it align with our mission?

This approach connects directly to organizational values—whether that’s honesty, service, loyalty, respect, accountability, or excellence.

If principles are the guardrails, values are the compass.

A decision might technically follow the rules but still violate the spirit of your organization’s stated beliefs. When that happens, trust erodes.

Values force leaders to ask:
Is this consistent with who we say we are?

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3. Consequences-Based Ethics — Who Is Affected and How?

Photo by Tingey Injury Law Firm on Unsplash

Consequences-based ethics examines outcomes.

It asks:

• Who benefits from this decision?

• Who might be harmed?

• What are the short-term impacts?

• What are the long-term ripple effects?

• Does this create more good than harm?

In schools, this might mean considering student morale or parental trust.
In business, it might mean evaluating employee impact or customer confidence.
In leadership, it might mean weighing reputation and culture.

Consequences force leaders to think beyond the immediate moment and consider broader impact.

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Why You Need All Three

If you rely only on principles, you risk becoming rigid.
If you rely only on values, you risk inconsistency.
If you rely only on consequences, you risk justifying questionable actions for “the greater good.”

The strength of the Ethical Triangle is balance.

Strong leaders examine decisions from all three perspectives before acting.

When a decision aligns with:

• Sound principles

• Core values

• Responsible consequences

It becomes defensible, transparent, and credible.

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How the Ethical Triangle Applies Everywhere

In Schools

• Discipline decisions

• 

  Photo by 愚木混株 Yumu on Unsplash

  
  Grading disputes

• Parent communication

• Policy enforcement

In Coaching

• Playing time decisions

• Conflict resolution

• Team standards

• Injury management

In Business

• Hiring and firing

• Budget allocation

• Competitive strategy

• Crisis management

The framework slows you down just enough to make better decisions without becoming paralyzed.

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A Free Decision-Making Tool

To make this practical, I created an Ethical Triangle Decision-Making Framework that walks leaders through each side step-by-step.

It’s available FREE here:
👉 https://johnvandusen.com/books%2Fjournals%2Fproducts/ols/products/ethical-triangle-decision-making-framework

Use it for leadership meetings.
Use it for staff development.
Use it for personal reflection.

Ethical clarity builds organizational strength.

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Final Thought

Ethical decisions rarely come with flashing warning signs. They arrive quietly—often disguised as pressure, urgency, or convenience.

The Ethical Triangle gives leaders structure in moments that matter most.

Examine the principles.
Test against your values.
Evaluate the consequences.

That’s how trust is built.
That’s how integrity is protected.
That’s how leaders stay credible—even under pressure.

Teach it. Coach it. Lead.
JVD

Understanding Culture: Edgar Schein’s 3 Levels Explained

 Every organization has a culture.

You can feel it when you walk into a building.
You can sense it in meetings.
You can see it in how people talk to each other.

Photo by Haseeb Jamil on Unsplash

But culture isn’t just “vibes.” It’s layered, complex, and powerful.

One of the most useful frameworks for understanding culture comes from organizational psychologist Edgar Schein, who described culture as operating on three distinct levels:

1. Artifacts

2. Espoused Beliefs and Values

3. Underlying Assumptions

If you want to lead change, improve morale, or strengthen performance, you must understand all three.

Let’s break it down.

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Level 1: Artifacts — What You Can See

Artifacts are the visible parts of culture.

They include:

• Dress code

• Office layout

• Classroom setup

• Rituals and traditions

• Language and jargon

• Slogans on the wall

• Awards and recognition systems

• How meetings are run

Artifacts are easy to observe—but often difficult to interpret.

For example:

• An open-door policy sign is an artifact.

• A mission statement on the wall is an artifact.

• A team chant before a game is an artifact.

But artifacts alone don’t tell you whether those values are actually lived out.

Artifacts show you what the organization says and displays. They do not automatically reveal what the organization truly believes.

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Level 2: Espoused Beliefs and Values — What We Say We Believe

This level includes the stated values, philosophies, and strategies an organization claims to uphold.

Examples:

• “We value teamwork.”

• “Students come first.”

• “Safety is our top priority.”

• “We are customer-focused.”

• “We believe in accountability.”

Photo by Beau Carpenter on Unsplash

These beliefs shape policies, expectations, and decision-making.

But here’s the leadership challenge:

Sometimes what organizations say they believe does not match what they actually reward or tolerate.

When artifacts and espoused values align, trust grows.
When they don’t, cynicism spreads.

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Level 3: Underlying Assumptions — What We Actually Believe

This is the deepest level of culture.

Underlying assumptions are the unconscious beliefs that truly drive behavior.

They are rarely written down.
They are often invisible.
But they are incredibly powerful.

Examples:

• “Conflict should be avoided.”

• “Leaders shouldn’t admit mistakes.”

• “Results matter more than relationships.”

• “New ideas are risky.”

• “Change is dangerous.”

These assumptions shape daily decisions without people even realizing it.

If you want to change culture, you must uncover these assumptions. Adjusting artifacts without addressing assumptions is like painting over rust.

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Why This Matters for Leaders

Many leaders try to change culture by changing artifacts.

They redesign the office.
They update the logo.
They rewrite the mission statement.
They introduce new slogans.

But if underlying assumptions stay the same, nothing meaningful changes.

Real cultural change requires:

• Honest conversations

• Alignment between words and actions

• Leaders modeling the values they claim

• Systems that reinforce the right behaviors

• Consistency over time

Culture is not built by posters. It’s built by patterns.

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How This Applies to Schools, Teams, and
Businesses

In Schools

Artifacts: classroom décor, grading systems, staff meetings.
Espoused values: “We care about students.”
Assumptions: Do we truly believe every student can succeed?

In Athletics

Photo by Austin Distel on Unsplash

Artifacts: uniforms, slogans, pregame rituals.
Espoused values: “Team first.”
Assumptions: Do we reward selfish play if it wins games?

In Business

Artifacts: company branding, office perks, leadership messaging.
Espoused values: “People are our greatest asset.”
Assumptions: Are decisions actually made based on short-term profit over people?

Alignment across all three levels builds credibility.

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If You Want to Diagnose Your Culture

Ask these three questions:

1. What do we display? (Artifacts)

2. What do we say we believe? (Espoused Values)

3. What behaviors are consistently rewarded or tolerated? (Underlying Assumptions)

Where there is alignment, culture is strong.
Where there is misalignment, culture fractures.

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See It in Action

I recently presented on culture and climate for M.J. Electric, walking through Schein’s framework and how it applies to real organizations under pressure.

You can watch a clip that describes a potential artifact here:
👉 https://youtu.be/VGvS9pUOH1s?si=nwTAmceqLTY4VG0M

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Final Thought

Culture is not accidental.
It is built layer by layer.

Artifacts show the surface.
Beliefs explain the strategy.
Assumptions reveal the truth.

If you want to strengthen your organization, don’t just adjust the visible pieces. Go deeper. Align all three levels.

That’s how real culture change happens.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Three Levels of Organizational Culture framework was developed by Edgar Schein and outlined in his work Organizational Culture and Leadership (Jossey-Bass).

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

The Army Leader Competencies: What Leaders Are Expected to Do

https://www.ncolcoe.army.mil/News/Article/4035893/
investing-in-people-to-enhance-leadership-excellence/

If the Army Leader Attributes answer the question “Who are you as a leader?”, then the Army Leader Competencies answer a different—and equally important—question:

“What are you actually doing as a leader?”

Leadership is not a title, a rank, or a personality trait. In the Army, leadership is defined by action. The
Leader Competencies provide a clear, observable framework for what effective leaders must consistently do to build teams and accomplish the mission.

These competencies apply far beyond military formations. Teachers, coaches, administrators, and business leaders will recognize them immediately—because great leadership looks the same in every profession.

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What Are the Army Leader Competencies?

The Army organizes leadership action into three core competencies:

1. Leads

2. Develops

3. Achieves

Together, they form the behavioral side of the Army Leadership Model. While attributes describe internal qualities, competencies describe deliberate, repeatable actions leaders must take.

Strong leaders balance all three. Neglecting even one creates gaps in trust, performance, or long-term success.

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Leads: Influencing and Guiding Others

The first competency focuses on how leaders influence people and provide direction.

Leads Others

Leaders set the tone. They communicate purpose, establish expectations, and motivate people toward shared goals.

In civilian life, this looks like:

• Clearly communicating priorities

• Setting standards and enforcing them consistently

• Modeling professionalism and ethical behavior

Photo by Jehyun Sung on Unsplash

People follow clarity more than charisma.

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Extends Influence Beyond the Chain of Command

Leadership does not stop at formal authority.

Effective leaders build relationships, collaborate across teams, and influence outcomes even when they don’t “own” the problem.

This is critical in:

• Schools working across departments

• Coaching staffs coordinating roles

• Businesses operating in matrixed organizations

Influence is built on credibility and trust—not position.

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Leads by Example

This is where leadership becomes visible.

Leaders are always on display. Their work ethic, attitude, and behavior signal what is acceptable.

When leaders:

• Show up prepared

• Stay calm under pressure

• Admit mistakes

• Treat people with respect

Others follow suit.

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Communicates

Leadership lives and dies on communication.

Strong leaders:

• Share information early

• Listen actively

• Clarify intent

• Reduce uncertainty

Poor communication creates friction. Clear communication creates momentum.

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Develops: Building People and Organizations

Photo by Tim Mossholder on Unsplash

The second competency ensures leaders aren’t just producing results today—but building capacity for tomorrow.

Creates a Positive Environment

Leaders shape culture whether they mean to or not.

Positive environments are:

• Safe

• Disciplined

• Trust-based

• Accountable

People perform better where they feel respected and supported.

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Develops Others

Leadership is multiplication, not accumulation.

Developing others includes:

• Coaching

• Mentoring

• Providing feedback

• Creating growth opportunities

Leaders who hoard knowledge weaken the organization. Leaders who develop people strengthen it.

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Stewards the Profession

This means leaving the organization better than you found it.

In civilian terms, stewardship looks like:

• Upholding ethical standards

• Protecting organizational values

• Preparing future leaders

• Caring about long-term success, not just short-term wins

Stewardship separates managers from leaders.

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Achieves: Getting Results

The final competency is about execution.

Leadership without results is just talk.

Gets Results

Effective leaders:

• Prioritize correctly

• Manage time and resources

• Hold people accountable

• Adjust when plans change

They focus effort where it matters most.

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Balances Mission and People

Achieving is not about burning people out.

Strong leaders:

• Push for excellence

• Protect their team

• Sustain performance over time

Results matter—but how you get them matters just as much.

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Why the Leader Competencies Matter

The Army Leader Competencies ensure leadership is:

• Observable

• Teachable

• Assessable

• Repeatable

They prevent leadership from becoming vague or personality-driven. Instead, they provide a professional standard for action.

When paired with strong leader attributes, these competencies allow leaders to:

• Build trust

• Develop strong teams

• Navigate complexity

• Accomplish missions

• Sustain organizations over time

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Final Thought

Leadership is not about intentions—it’s about impact.

The Army Leader Competencies give leaders a clear answer to the question, “Am I actually leading?” They remind us that leadership requires influence, investment in people, and consistent execution.

If you want to grow as a leader:

• Lead with clarity

• Develop others intentionally

• Achieve results responsibly

That’s leadership that lasts.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Army Leader Competencies are defined in U.S. Army doctrine, including FM 6-22, Army Leadership and the Profession, which outlines the Army Leadership Requirements Model and the competencies of Leads, Develops, and Achieves.

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

The Army Leader Attributes: A Blueprint for Leadership

Leadership is often reduced to skills—how well someone speaks, plans, or manages tasks. But the Army has long understood a deeper truth:

Before leaders can do leadership (VERB), they must be leaders (NOUN).

https://www.ncolcoe.army.mil/News/Article/4035893/
investing-in-people-to-enhance-leadership-excellence/

That belief is captured in the Army Leader Attributes, the internal qualities that shape how leaders think, act, and grow. These attributes apply to soldiers in combat—but they are just as relevant for teachers, coaches, administrators, executives, and anyone responsible for leading people.

The Army brraks leader attributes into three categories:

• Character
• Presence
• Intellect

Together, they form the foundation of effective leadership.

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What Are the Army Leader Attributes?

Army Leader Attributes are the core internal qualities that influence behavior, decision-making, and leadership effectiveness. They are rooted in the Army Values (LDRSHIP) and support the Army Leadership Model, which focuses on what leaders do (Leads, Develops, Achieves).

In simple terms:

Attributes are who you are.
Competencies are what you do.

Without strong attributes, leadership actions lack credibility and consistency.

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Character: The Moral and Ethical Foundation

Character is the backbone of leadership. It defines how a leader behaves when no one is watching and how they make decisions under pressure.

Character is built on several key elements.

Army Values (LDRSHIP)

The seven Army Values guide behavior and decision-making:

• Loyalty
• Duty
• Respect
• Selfless Service
• Honor
• Integrity
• Personal Courage

These values provide clarity when situations are complex or uncomfortable. They answer the question, “What is the right thing to do?”

Photo by Josh Calabrese on Unsplash

Empathy

Empathy allows leaders to understand the perspectives, emotions, and experiences of others. It does not eliminate standards—it strengthens relationships and trust.

Leaders who practice empathy:

• Communicate more effectively
• Reduce conflict
• Build stronger teams
• Improve morale and performance

Warrior / Service Ethos

This reflects a deep commitment to the profession and the mission. In civilian life, this translates to pride in your role, responsibility to others, and dedication to excellence.

Discipline and Humility

Discipline is self-control—doing what needs to be done even when it’s hard.
Humility is recognizing that leadership is service, not status.

Together, they keep leaders grounded and credible.

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Presence: The Impression You Make Every Day

Presence is how leaders are perceived by others. Whether intentional or not, leaders are always sending signals.

Presence includes:

Professional Bearing

This is reflected in appearance, demeanor, and conduct. It communicates seriousness, respect, and reliability.

In any profession, leaders set the tone. People notice how leaders carry themselves long before they hear what they say.

Fitness

Fitness is not just physical—it is mental and emotional readiness.

Fit leaders:

• Manage stress effectively
• Maintain energy and focus
• Remain calm under pressure
• Endure challenges without breaking

A leader who cannot sustain themselves cannot sustain a team.

Confidence and Resilience

Confidence reassures others.
Resilience keeps leaders moving forward after setbacks.

Leaders don’t need to have all the answers—but they must project stability and determination when things go wrong.

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Intellect: How Leaders Think

Photo by Shahram Anhari on Unsplash

Intellect shapes how leaders understand problems and make decisions. It is the engine behind adaptability and sound judgment.

Key aspects include:

Mental Agility

The ability to think flexibly and adapt to changing conditions.

Mentally agile leaders:

• Adjust plans quickly
• Learn from mistakes
• Avoid rigid thinking
• Stay effective in uncertainty

Sound Judgment

Judgment is the ability to make timely, ethical, and effective decisions. It comes from experience, reflection, and a strong moral foundation.

Innovation

Innovation is the willingness to think creatively and improve systems. It does not mean reckless change—it means thoughtful improvement.

Interpersonal Tact

This is the ability to work with people respectfully and effectively, especially in difficult conversations.

Leaders with strong interpersonal tact build trust without sacrificing standards.

Expertise

Expertise provides credibility. Leaders must know their profession, continue learning, and remain competent in their field.

People follow leaders who know what they’re doing.

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Why the Army Leader Attributes Matter

Photo by Kaleidico on Unsplash

The Army Leader Attributes form the foundation for everything leaders do. They support the Army Leadership Model’s core competencies:

• Leads – influencing and guiding others
• Develops – building people and organizations
• Achieves – accomplishing the mission

Attributes are developed over time through experience, reflection, feedback, and intentional growth.
They enable leaders to build trust, guide teams through uncertainty, and achieve results without sacrificing character.

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Final Thought

Leadership isn’t built on charisma alone. It’s built on character, presence, and intellect—qualities that show up every day, especially when things are difficult.

The Army Leader Attributes offer a clear, time-tested framework for anyone who wants to lead with integrity, confidence, and competence.

If you want to grow as a leader, don’t start with tactics.
Start with who you are.

Teach. Coach. Lead.
JVD

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Sources & Credits

The Army Leader Attributes are outlined in U.S. Army doctrine, including FM 6-22, Army Leadership and the Profession, which defines the Army Leadership Requirements Model and the attributes of Character, Presence, and Intellect.

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

TEWTs: How an Army Training Method Can Transform Civilian Leadership

Photo by 愚木混株 Yumu on Unsplash

The Army is known for its discipline, planning, and ability to execute under pressure. But one of the most underrated tools the Army uses to build confident, adaptive leaders doesn’t involve a single soldier firing a weapon or stepping onto a training range.

It’s called a Tactical Exercise Without Troops, or TEWT.

A TEWT is simple:
You walk leaders through a scenario on the ground, in the actual terrain, without the full unit present. No troops. No equipment. No chaos. Just leaders, a map, and a problem to solve.

It helps leaders visualize, think, rehearse, and prepare before the real mission begins.

Here’s the best part:
TEWTs aren’t just for military operations.
They are a powerful tool for business teams, schools, coaches, and any organization facing complex challenges.

Let’s break it down.

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What Is a TEWT?

A Tactical Exercise Without Troops is a leadership-focused walkthrough in the real environment where a task or mission will take place.

The Army uses TEWTs to:

• Review terrain
• Run leaders through contingencies
• Identify blind spots
• Practice communication
• Walk step-by-step through a mission before executing it

It is the perfect blend of planning and reality.

Now let’s translate that into the civilian world.

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Why TEWTs Matter Outside the Military

Civilian leaders deal with complexity, too:

• Tight timelines
• High-pressure events
• Competing priorities
• New initiatives
• Personnel challenges
• Operational uncertainty

And just like military leaders, civilian leaders benefit from seeing the environment before they execute.

A TEWT is essentially a “practice run” for leaders—without the risk, cost, or stress of real-time consequences.

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TEWTs for Educators

Teachers, administrators, and school leaders can use TEWTs to prepare for:

• Fire drills and safety protocols
• First-day-of-school procedures
• Testing logistics
• Parent-night events
• Building evacuations
• Assemblies and hallway flow
• Sub procedures
• Field trips

Example:
Walk through how students will enter, where backup materials are stored, how the transitions will work, and what happens if technology fails.

A TEWT turns chaos into confidence.

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TEWTs for Coaches

Photo by Jeffrey F Lin on Unsplash

Coaches can use TEWTs for:

• Game-day field walkthroughs
• Special teams rehearsals
• Practice organization
• Facility layouts
• Travel and pregame logistics
• Weather contingencies

Example:
Walk the field to see sightlines, spacing, how the wind is blowing, where communication will happen, and what adjustments may be needed.

This gives players a smoother, calmer experience—and gives coaches far fewer surprises.

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TEWTs for Business Leaders

This is where TEWTs become incredibly powerful.

Business teams can use TEWTs before:

• Large presentations
• Conferences
• New product rollouts
• Customer visits
• Hiring events
• Crisis-response rehearsals
• Company-wide meetings
• Office redesigns
• Big launches

A TEWT in business is simply:

Walk the space.
Review the plan.
Talk through contingencies.
Check the friction points.
Fix problems before they happen.

Executives use TEWTs to:

• Reduce risk
• Improve clarity
• Strengthen communication
• Prepare teams for success
• Predict challenges before they escalate

It’s like conducting a “ground rehearsal” before going live.

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Why TEWTs Work Everywhere

1. They expose problems early.

You see what won’t work before the stakes are high.

2. They build leader confidence.

Leaders rehearse decisions in the real environment, not a conference room.

3. They improve team coordination.

Everyone sees the same space, same obstacles, same plan.

4. They reduce confusion.

Clarity replaces assumption.

5. They strengthen mission readiness.

Teachers, coaches, and business leaders can apply TEWTs to anything involving people, space, timing, or complex tasks.

In short:
TEWTs save time, reduce stress, and increase performance.

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Final Thought

The Army doesn’t use TEWTs because they’re convenient.
They use them because they work.

Whether you’re preparing a classroom, a locker room, or a boardroom, a TEWT gives you clarity before the chaos. It helps you predict problems, strengthen communication, and build confidence in your team.

Walk the space.
Talk through the task.
Identify the friction.
Fix it early.

A few minutes of TEWT saves hours of stress.
Plus, it's really funny to say!

Teach.
Coach.
Lead. 

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Sources & Credits

TEWTs (Tactical Exercises Without Troops) are outlined in Army leadership, operations, and training doctrine, including ATP 3-21.8 and FM 7-0. Interpretations here translate TEWT concepts for civilian leadership, education, coaching, and organizational planning.

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

The Army Values: A Solid Starting Point When You’re Struggling With Your Own

Values guide decisions.

Photo by Walls.io on Unsplash

Values drive behavior.
Values shape culture, families, classrooms, and entire organizations.

But let’s be honest—sometimes values feel abstract.
Sometimes they get blurry under pressure.
Sometimes life hits hard, and we find ourselves asking, “What should I do?”

When you’re not sure where to anchor yourself, the Army Values offer a simple, powerful place to start. You don’t need to wear a uniform or serve in the military to apply them. They’re universal principles that strengthen leadership, character, and everyday decision-making.

Whether you’re a teacher trying to guide students, a coach building team culture, a parent navigating tough moments, or a business leader trying to set the tone—the Army Values give you a clear path forward.

Let’s walk through each one and apply it to real life.

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The Army Values (LDRSHIP)

The seven Army Values spell out the acronym LDRSHIP:

1. Loyalty

2. Duty

3. Respect

4. Selfless Service

5. Honor

6. Integrity

7. Personal Courage

These values aren’t slogans—they’re expectations. They guide soldiers in the hardest environments imaginable. And they can guide the rest of us in the everyday battles of life and leadership.

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1. Loyalty — Stand With Your People

In the Army, loyalty means commitment to the mission, your teammates, and the organization.

In civilian life, loyalty looks like:

• Showing up consistently
• Supporting your team
• Keeping your words and promises
• Being dependable, not convenient

Loyalty builds trust—slowly and intentionally.

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2. Duty — Do What Needs to Be Done

Duty means fulfilling obligations without waiting to be asked twice.

Everyday examples:

• Teachers preparing lessons even when exhausted
• Coaches showing up early to set up the field
• Employees meeting deadlines without excuses
• Students giving their best effort

Duty isn’t glamorous.
It’s steady, quiet responsibility.

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3. Respect — Treat People With Dignity

Photo by Tiago Felipe Ferreira on Unsplash

Respect is more than politeness. It’s recognizing the value in every individual.

In classrooms, respect builds safe learning environments.
In teams, respect strengthens unity.
In businesses, respect improves culture and productivity.

Respect is the foundation for every healthy relationship.

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4. Selfless Service — Put the Mission Before Yourself

This doesn’t mean ignoring your needs.
It means understanding the bigger picture.

Examples:

• Coaches mentoring players beyond the field
• Teachers going the extra mile for struggling students
• Leaders who listen more than they talk
• Parents who sacrifice for their children

Selfless service builds stronger communities and stronger character.

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5. Honor — Live Your Values Consistently

Honor means doing the right thing—even when no one is watching.

It looks like:

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• Keeping your word
• Owning your mistakes
• Having standards
• Being someone others can rely on

Honor is the sum of all the other values lived out daily.

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6. Integrity — Tell the Truth and Act With Honesty

Integrity is being the same person in public and private.

In education, coaching, and business, integrity matters because:

• Trust collapses without it
• Teams follow leaders who are authentic
• Honesty eliminates confusion
• Transparency builds credibility

Integrity is the anchor in difficult moments.

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7. Personal Courage — Do What’s Right, Not What’s Easy

Courage isn’t just battlefield bravery.
It’s:

• Admitting when you’re wrong
• Having hard conversations
• Standing up for others
• Making ethical choices under pressure
• Trying something new when failure is possible

Courage moves you forward when fear tries to hold you back.

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When You’re Struggling With Values—Start Here

Life gets messy.
Situations get complicated.
People get stressed, tired, frustrated, or overwhelmed.

If your personal values feel unclear or you’re unsure what path to take:

Start with LDRSHIP.

Ask yourself:

• What does loyalty look like right now?
• What is my duty in this situation?
• Am I treating others with respect?
• Am I serving something bigger than myself?
• What choice aligns with honor?
• Am I acting with integrity?
• What does courage require?

You don’t need perfection.
You just need direction.
The Army Values provide it.

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Final Thought

The Army created these values to guide soldiers in the toughest environments. But their strength is universal. They remind us who we can become—leaders with character, consistency, and purpose.

If you’re struggling with your own values…
If you’re unsure what decision to make…
If you want to be a better leader, teacher, parent, coach, or friend…

Start with LDRSHIP.
The path becomes clearer from there.

Teach. Coach. Lead.
JVD