november 2012: engineering edge

Theengineering edgeEdgEWood ChEmiCal BiologiCal CEntEr

Volume 4, Issue 10 November 2012

To access the electronic version of this newsletter, visit: http://www.ecbc.army.mil/news/ENG/

APPROVED FOR PUBLIC RELEASE

. .

When Peter Annunziato, Branch Chief of the Edgewood Chemical Biological Center (ECBC) Engineering Directorate’s Advanced Technology Demonstration (ATD) Branch, looks back at his nearly 41-year career with ECBC, he has one prominent message to pass onto the rest of the workforce.

“Know when to shoot your inner engineer,” said Annunziato, who is retiring at the end of 2012. “The hardest thing to do as an engineer or scientist is to know when to stop. Your instinct is to want to work out every little problem and perfect every detail, but unless the change is a matter of safety, know when to draw the line in the sand and call it a day.”

Knowing when to stop and reassess the situation, is a value that Annunziato said can be applied to multiple aspects of a career, not just a specific project.

“The work we do here is serious business. We are supporting our Warfighters and that is huge,” Annunziato said. “But at the same time, you can’t take the job so seriously that you are constantly stressed out or don’t enjoy the work. If you can’t enjoy it, then do something else you can enjoy.”

Annunziato said enjoying the people, the work, and the sense of community is what kept him at ECBC for four decades. Signs of his dedication will continue to be present at Aberdeen Proving Ground (APG), from the M58 Wolf that sits near the entrance to the Route 24 gate, to the lessons that he taught the people he worked with.

While “shooting the engineer” is a motto that Annunziato can now pass on to future generations, it was not always his mantra. Years of projects, interactions and learning to make the most of new opportunities helped transform him from a detail-oriented systems engineer to a respected Branch Chief who earned the 2009 Baltimore Federal Executive Board Excellence in Federal Career for Outstanding Supervisor Gold Award, and the 2010 Ancient Order of the Dragon Award.

The Engineer

Annunziato has always been in the business of engineering; although he would call it an art. A native of Philadelphia, Pa., he began working for the government in 1971. Annunziato’s first job was with the U.S. Bureau of Mines, in Morgantown W. Va., where he worked with

EnginEEring a LEgacy

Continues on Page 4

petroleum engineers on fluidized bed combustion, and then at the Testing and Certification Labs with the National Institute for Occupational Safety and Health on certifying filter cartridges, respirators and facemasks.

Excited to get back to the East Coast, Annunziato accepted an engineering position in 1974, with the Warning and Protection Division of the Materials Technology Directorate, then a part of ECBC. While with Warning and Protection, Annunziato worked on his first project - the M9 Chemical Agent Detector Paper.

“The M9 Chemical Agent Detector Paper was one of the three projects that I can say really shaped me as an engineer,” Annunziato said. “This project was my introduction to producibility engineering.”

Producibility engineering challenged Annunziato to take a close look at an item holistically, and he believes his foray into this field positioned him to become an effective project lead, learning to pay close attention to the details without losing vision of the big picture.

“The only thing missing was how to deal with people,” Annunziato said. “I think I learned that by completing a Master’s degree in Engineering Administration through The George Washington University.”

In 1980, Annunziato completed the M9 Chemical Agent Detector Paper development project and moved it into production. This foundational

Peter Annunziato, ATD Branch Chief, reflects on 40 years at ECBC

DEM

ON

STRATING THE TECHNOLOGY OF TH

E WAR

FIG

HT

ER

’S F

UTU

RE

DEM

ON

STRATING THE TECHNOLOGY OF TH

E WAR

FIG

HT

ER

’S F

UTU

RE

AD

VA

NC

ED

TEC

HNOL

OGY DEMONSTRATION BRAN

CH

DESIGN • BUILD • TEST

• S

UP

PO

RT

DESIGN • BUILD • TEST

• S

UP

PO

RT

The Engineering Directorate celebrates its third annual Leadership Month in November. This year, we have adopted the theme “Leadership: A Collaborative Approach,” highlighting the needed partnerships and team approach to provide relevant and focused leadership across our organization. Participate in the various activities throughout November to learn about how teams around the Directorate are shaping leaders!

Leadership: A Collaborative Approach

• Visit ECBC’s blog site, http://edgewoodchembio.blogspot.com/, to read personal commentary on leadership from your ECBC Engineering co-workers

• Participate in the Engineering Directorate’s BookShare (More details on Page 2)

• Attend the Innovation Forum on Nov. 28, to see how the Engineering Directorate is “leading through collaboration” with its Multi-Directorate Multi-Threat Detection (M3TD) Project

a Spec

ial L

eade

r shi

p iss

ue

http://www.ecbc.army.mil/news/ENG/

http://edgewoodchembio.blogspot.com/


2 | EdgEwood ChEmiCal BiologiCal CEntEr2 | EdgEwood ChEmiCal BiologiCal CEntEr

This newsletter was published through the Balanced Scorecard.For article suggestions, questions or comments please contact Ed Bowen at [email protected].

INsIdE ThIs MoNTh’s IssuE:

Awareness: National Thanksgiving Turkey PresentationThe custom of the Presidential pardoning of the Thanksgiving turkey was formalized in 1989 under President George H.W. Bush. During the National Thanksgiving Turkey Presentation, the president is presented with a Broad Breasted White turkey a few days before Thanksgiving Day. The President then grants the turkey a pardon, sparing it from slaughter.

Until 2005, the pardoned turkeys were sent to Frying Pan Park in Fairfax, Va. They were then sent to Disneyland in California or Walt Disney World Resort in Florida. In 2010 and 2011, the turkeys were sent to live in Mount Vernon, Va. - the birthplace of George Washington.

In 2011, President Barack Obama pardoned a 45-pound turkey named Liberty and an alternate turkey named Peace.

Ask a Tech Tip: The Truth about Latex PaintMike Kauzlarich, of the Pyrotechnics and Explosives Branch, reveals how the techniques and lessons learned in labs can help you solve your household problems. Submit a question to him at [email protected].

Have you ever painted your house with Latex paint to find that it does not last very long? The problem is not your painting skills. Latex paint is water based and requires a short time to set and chemically bond to the surface. Applying latex paint in direct sunlight will cause it to dry before it chemically bonds with the surface. To prevent this, always apply these latex paints during a part of the day when the sun is not shining directly on the surface. Painters call this “chasing the sun.”

HR Tip: A Guide to Federal BenefitsThe revised Guide to Federal Benefits, November 2012 edition, is now accessible on the Office of Personnel Management’s website. The Guides cover the Federal Benefit Programs and give details to inform employees about the choices they have. In the case of the health, dental, and vision programs, the Guides list the plans available in each state, premium rates, selected benefits, health plan consumer satisfaction survey results, and links to other health plan quality indicators.

For information about ECBC HR policies, please contact Sabre Harper at [email protected].

Learning and Leading Through readingJoin the Online Discussion!

What Leadership Books have made a positive impact on your life? Join the BookShare discussion on SharePoint to join the conversation! For November, the ECBC Engineering Directorate is celebrating Leadership Month, and as part of that, we invite you to join in a book discussion about leadership books. Please look to the back cover for a list of leadership books recommended by Engineering’s own leaders.

Beginning on Nov. 1, The Directorate will launch “Learning and Leading Through Reading,” the SharePoint BookShare page. The page will be found on the Engineering Leadership SharePoint site, and will be an open forum about

leadership books. It will have a list of recommended reading from your fellow employees and ECBC Engineering’s leaders. We hope that you will take the time to join in the discussion this month as we recognize Leadership here in the ECBC Engineering Directorate.

Log onto https://cbconnect.apgea.army.mil/ENG/leadership/default.aspx to join in the discussion.

pg.1,4-5|Engineering a LegacyPeter Annunziato, ATD Branch Chief, reflects on 40 years at ECBC

pg.3|Let Your Leaders In: Eugene Vickers Discusses the Keys to Collaboration

pg.6-7|Perspectives on Leadership

pg.8-9|The Challenges of Being a Leader – The Brain science of Leadership

pg.10|Engineering directorate Collaborates to Prototype Nerve Agent Technology

pg.11|Engineering’s TREB updates Infrastructure to Ensure Quality

pg.12|Leadership Book Recommendations by ECBC Engineering Leaders

mailto:ed.bowen8.civ%40mail.mil?subject=Article%20Suggestion%2C%20Question%2C%20or%20Comment

mailto:ed.bowen8.civ%40mail.mil?subject=Article%20Suggestion%2C%20Question%2C%20or%20Comment

mailto:usarmy.APG.ecbc.mbx.engineering-directorate%40mail.mil?subject=Ask%20a%20Tech%20Tip

mailto:sabre.d.harper.civ%40mail.mil?subject=ECBC%20HR%20policy

https://cbconnect.apgea.army.mil/ENG/leadership/default.aspx

thE EnginEEring EdgE |November 2012| 3


ECBC’s Engineering Test Division (ETD) knows how to collaborate. In the past year, branches within ETD partnered together to create new work processes to increase testing efficiencies, provided space for other Divisions to test their work, and most recently, ETD teamed with ECBC’s Research and Technology Directorate and the Directorate of Program Integration to work on the Multi-Mission Multi-Threat Detection Program (M3TD) to test chemical detectors for emerging threats. The Engineering Edge sat down with full-time ETD Division Chief, and part-time high school, college, and semi-pro football referee Eugene Vickers, to talk about his leadership style and Division’s collaboration.

Engineering Edge (EE): how long have you been with the Edgewood Chemical Biological Center and in what capacities?

Eugene Vickers (EV): I’ve been with ECBC for about 27 years (3 years as military and 24 years as a civilian). I started as a civilian with the Environmental Toxicology Branch, then Analytical Chemistry Branch, Analytical Forensic Branch and matrixed to the Program Manager for Chemical Demilitarization (PMCD), now known as the U.S. Army Chemical Materials Agency (CMA). I took two years away from ECBC to work at the United States Department of Agriculture. I also had the opportunity to do a three month temporary duty assignment in Newport, Ind., doing some VX testing, where I got to travel to many other locations at that time.

EE: What is the most important trait you think a leader needs in order to be functional?

EV: I think a leader needs to have the trust and respect of his employees. Once you have that, your employees want to approach you with problems that might end up affecting their work. A leader can not help solve problems if he does not know about them. If your employees trust you, you never have to hear about work issues when it is too late to solve them because you would have had the chance to work through the issues with them. If someone comes into my office with a problem and I do not know how to help right then, I ask them to give me several days to figure it out. Then I come back to them with a solution or a suggestion. People want to know that someone is listening to them and has their best interest at heart.

A few years back, I had an employee come talk to me about some personal issues going on in his life. The issues were growing and had the capacity to affect his work. Through talking to me, we were able to get him some help, and it was something we all worked through. Because of that approach, we got him the help he needed, and his work quality was still intact. My biggest piece of advice is to just let your leaders in. They want to help you, and want to see you do well. Trust and respect are a two way street, leaders do not trust if they feel

• Accept change: In the digital age, change is more prevalent than ever before. Keep abreast of new business and communication methods and use them when appropriate. Be adaptable to change and you will advance with your organization.

• Focus on the mission and business strategy of the organization: This is the core foundation of the organization and it is important for every employee to understand it and incorporate it into their everyday lives. To move forward, every employee should understand what their organization is about and where it is going.

• seek out mentors: Develop relationships with people you can learn from. Seek out people who are successful and ask them how they got there. Never stop learning from your leaders.

• Remember to follow-up: A follow-up within 48 hours is essential to any good deed. Remember to write personal thank you notes to those who recognize you or do something nice for you. Share your appreciation for those who help you.

like employees are keeping secrets, but when employees approach leaders, leaders must make sure the interaction was worthwhile and helpful.

EE: The Engineering Test division Branches had many examples of how they were able to collaborate to get projects done. how do you foster a collaborative environment within your division?

EV: In this economy, it is increasingly important for teams to work together to be efficient, prevent duplications and make deadlines, so I try to get my branch chiefs to talk to each other. I welcome when employees come to me with problems and issues. If it is a professional or project related problem that I know another branch chief can help out with, I encourage them to speak to each other. At ECBC we have a lot of resources and a lot of skill sets, so sometimes the answer to your question may just be in the building next door.

In order for me to stay abreast with what is happening in each of my buildings and even make these project connections, I make it a point to walk into all of the labs and buildings my people are in at least twice a month. Then I’m able to talk to everyone, see the projects up close and make sure that everything is safe. That puts me in the position to really tell someone, “Hey I know someone is working on this. Why don’t you get in contact with him or her about that?”

I feel like plain “communication,” is often overlooked. So much can be gathered from just a conversation with someone, so I encourage people to go out and have conversations. Find out who needs what, find out who you can help and start to build those partnerships.

EE: What is the biggest lesson you have learned as a leader?

EV: So far, the biggest lesson I have learned is to make a decision. Make sure you listen to all sides, make sure you are empathetic and respectful, but at the end of the day just make a call. People are looking at you for cues on how to do things, seeking answers to tough questions and the worst thing you can do is hold everybody up by not having a backbone. The whole reason why a leader is there is to make final decisions and provide guidance especially during rough times. Do not be wishy-washy: listen, assess, but at the end of the day make a decision and then own up to that decision.

• Remember names: Remembering names is something most people have difficulty with. When first meeting someone in a meeting or in the office, try to say their name three times. Once when meeting them, once in conversation, and once when saying good-bye. This will help you remember it.

• Learn to listen: Be a part of the team by listening to the problems your boss and coworkers are having. Listen and think before speaking in meetings, so you can have well-thought-out solutions.

• Be visible: If you want to move up, it’s important to make yourself and your achievements known. Take on additional tasks that add value to the organization and your team. Make sure your boss knows you are doing those things.

For more business development tips, visit MSN Careers at http://msn.careerbuilder.com/msn/ or Harvard Business Review at http://hbr.org/.

Let Your Leaders In: Eugene Vickers Discusses the Keys to Collaboration

Leading Ladders: Career Development Tips

http://msn.careerbuilder.com/msn/

http://hbr.org/

4 | EdgEwood ChEmiCal BiologiCal CEntEr


assignment provided him with the confidence and expertise to take on roles in several other detector projects, including the M272 Water Testing Kit, the M18/M15 Chemical Detector Kit, and the M256 Detector Kit.

The Path to Leadership

“I learned very soon that there was much more to life than just the engineering portion of a project. I learned there was more to life, period,” Annunziato recalls. As a newlywed and new father in the early 80s, Annunziato learned this first-hand as he took on new responsibilities both at home and at work.

“Around that time, I took advantage of an opportunity, as an Executive Development Trainee, with the Chemical Research Development Engineering Command Headquarters, which was then another name for ECBC,” Annunziato said.

Similar to the current Executive Officer to the Technical Director Program, Annunziato had the opportunity to take a break from his work as a systems engineer to learn about the Center’s business operations.

“In addition to spending three months in the Technical Director’s office, the program required me to spend three months at The Pentagon with the Deputy Chief of Staff. That detail really opened my eyes,” Annunziato said. “All of a sudden, I was seeing the full spectrum of factors that shape a project. I learned there are all kinds of relational and political etiquette that go into securing and maintaining funding for a project, which I was not aware of.”

In 1987, Annunziato took on a new role with a related organization, the Project Manager for Smoke and Obscuration (PM Smoke), where he worked on his second most memorable project - the M58 Wolf Smoke System – an armored vehicle, which produces smoke screens to block visual and infrared detection.

“While PM Smoke wasn’t technically ECBC, I still worked with several ECBC employees who were matrixed to the PM,” Annunziato said.

This project allowed Annunziato to experience the full acquisition lifecycle from concept and development, to production and fielding within four years. It was during his time at PM Smoke that Annunziato met one of his most influential leaders – Lt. Col. George Birdsong.

“Lt. Col. Birdsong let us grow. He would give us general guidance and direction, and then left us alone to get work done. I feel like I really matured and came into my own under him,” Annunziato said.

Annunziato is reminded of his time with PM Smoke and Lt. Col. Birdsong on his way to work every day, as he drives by one of the M58 Wolf systems on display near the main gate of APG.

After the success of the M58 Wolf, Annunziato returned to ECBC as an official employee again in the summer of 2003 to take on a new challenge - leading his own team to create the Chemical, Biological, Radiological and Nuclear Unmanned Ground Reconnaissance (CUGR) Advanced Concept Technology Demonstration (ACTD).

Annunziato describes the ACTD as an “interesting program.” It was sponsored by the Office of the Secretary of Defense for Advanced Systems Concepts and the Defense Threat Reduction Agency (DTRA) Joint Science and Technology Office.

The CUGR ACTD included two thrust areas: The Joint Contaminated Surface Detector (JCSD), and the CBRN Unmanned Ground Vehicle (CUGV).

“The exciting thing about the JCSD is that it was a new concept for detecting low volatile liquid and solid chemicals on surfaces using an optical scanner based on Raman technology. The project gave me a lot of intense scientific training, not to mention a new-found appreciation of Hawaiian shirts, and the multiple trips to Hawaii and Alaska.”

“The work we do here is serious business. We are supporting our Warfighters and that is huge. But at the same time, you have to lighten up. You can’t take your job so seriously that you are constantly stressed out or that you don’t enjoy the work you’re doing. If you can’t enjoy it, then find something else you can enjoy.” –Peter Annunziato, ATD Branch Chief

Since CUGR, Annunziato has completed other ATDs, including the Hazard Mitigation, Materiel and Equipment Restoration (HaMMER), and Rapid Area Sensitive-site Reconnaissance (RASR) efforts.

As ATD Branch Chief, Annunziato continued his vision of focusing efforts on the development of his team members.

“You need to learn to delegate and trust. You need to give them responsibility and authority to build their confidence, morale and effectiveness for the future,” Annunziato said.

Members of the ATD Branch describe Annunziato in the same way he described Lt. Col. Birdsong.

“Pete’s leadership style is consensus building. He requests input from team members and stakeholders on program decisions, plans, and goals. He is not a micro manager, but is always available when you need advice or have questions. He expects your best effort in all your contributions to the team,” said Doretha Green, ATD team member and RASR Technical Manager.

Two years ago, Annunziato was appointed as the U.S. representative and chair on an International Task Force (ITF) working for the Office of the Assistant Secretary of Defense for CBRN Defense under the Chemical Biological Radiological Memorandum of Understanding. During his tenure, he led a group of international colleagues to identify novel concepts in the use of non-traditional agents by adversaries. The activities within the four-member nations - Australia, Canada, United Kingdom and United States - have programs addressing physical counter-measures to non-traditional agents. The two-year effort culminated with the completion of the ITF’s final report in September.

“This was one of my most enjoyable non-project related efforts. I’ve met some very distinguished and capable scientists in the four member nations, and helped to identify capabilities and gaps to shape future development in this emerging threat area,” Annunziato said.

The Lasting Impact

Though Annunziato may not be at his desk in the Berger building come 2013, his lessons will stay with the Center’s workforce.

Wenona Vistoso, a Booz Allen Hamilton contract lead who worked

Engineering a LegacyContinued From Page 1



Leading Ladders: Famous Quotes on Leadership“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” – General George S. Patton

“No man is good enough to govern another man without the other’s consent.” – Abraham Lincoln

“Leadership and learning are indispensible to each other.” – John F. Kennedy

“A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves.” – Eleanor Roosevelt

“Being powerful is like being a lady. If you have to tell people you are, you aren’t.” – Margaret Thatcher

“I recognize that with this selection, some will view me as a trailblazer, but it’s important that we remember the generations of women, whose dedication, commitment and quality of service helped open the doors of opportunity for us today.” – Lt. Gen. Ann Dunwoody upon becoming the first female four-star general

with Annunziato for almost five years, said although Annunziato was technically her client, over the years he

had grown from an influential mentor to a friend.

“Pete leads with his heart, believes in what is right and truly cares about people,” Vistoso said. “He organizes groups of

people to achieve a common goal by teaching each person on the team various trades of leadership, and then provides each person

with the opportunity to lead. His style of leadership is what every college textbook teaches.”

Honesty was the best policy that HaMMER Technical Manager Shawn Funk took away from Annunziato’s leadership.

“Working under Pete confirmed for me that being honest and open with your customers is the best policy, and keeping all of your cards on the table is a good

way to build trust,” Funk said. “When Pete was leading CUGR, he kept the lines of communication open with our DTRA customer, and the team continues to follow this

practice on our individual ATDs.”

With a career that has taken him from Harford County to the Nation’s capital, Hawaii, Europe and Australia, Annunziato is ready to fight his engineer instinct, take a step back and enjoy more time at home

with his wife, three children, a daughter-in-law and four grandchildren.

“It is important to learn how to do your work at work, and do home at home,” Annunziato said, “Enjoy your children and your grandchildren, because life moves fast. If you don’t appreciate those moments when you can, they

will be gone before you know it.”

DEM

ON

ST

RA

TIN

G THE TECHNOLOGY OF THE WARFIGHTER’S

FU

TUR

E

DEM

ON

ST

RA

TIN

G THE TECHNOLOGY OF THE WARFIGHTER’S

FU

TUR

E

AD

VANCED TECHNOLOGY DEMONSTRATION

BR

AN

CH

DE

SIG

N • BU ILD • TEST • SUPPORT

DE

SIG

N • BU ILD • TEST • SUPPORT

What this Leader is ReadingPeter Annunziato recommends all of his team members read the book, The Good Soldiers, by David Finkel. The book is written by a journalist stationed with a unit in Afghanistan. It helps to put the work done at ECBC into perspective.

“It puts you in the shoes of the soldier and reminds you of why we are here.” –Peter Annunziato, ATD Branch Chief



“Leaders have faith in their employees and acknowledge that they cannot do everything. Leaders understand they must work with others to achieve the team and organization’s overall goals.” –Jarell Johnson, Computer scientist, Product data Management Branch

“To me, a leader has the innate talent of motivating an individual to push beyond their preconceived limits. They lead by example. I have come to realize that one of the key factors in their success is the aura of respect that they carry.” –Chika Nzelibe, Mechanical Engineer in Advanced design andManufacturingDivision,FormerExecutiveOfficer (R&T directorate)

“Ittakesastrongleadertofirstmotivateagroupto collectively develop the necessary documents for a quality system. It then takes an even stronger leader to then reconcile the differing opinions from the group into a coherent and concise set of documents that the laboratory personnel can agree to work under.” -Tom hughes, Analytical Chemist, Applied detection Technology Branch

In recognition of November’s Leadership Month, the Edgewood Chemical Biological Center’s Engineering Directorate presents a special blog series featuring candid responses from employees of various levels about collaboration, what makes a good leader and leadership lessons learned. View the complete blogs online at http://edgewoodchembio.blogspot.com.

PErSPEcTivES on L E a d E r S h i P

http://edgewoodchembio.blogspot.com



“The best advice I have ever received is that ‘you don’t fail, you learn.’ No matter what the task is in front of me, I know that if I keep trying, I will eventually learn how to do it and get better at doing it. Failure is not part of my vocabulary.” –david Love, Chemist, Protective Equipment Test Branch

“I am sure that I am no different than others who have also gone on this search to conclude that no amount of courses, training, workshops or reading can prepare you for leadership other than going through the experience for yourself.” –Phyllis Brown, Engineer, matrixed to the Joint Product –Manager, Consequence Management

“A leader’s behavior can positively or negatively reflectonhissubordinatesandothersaroundhimor her. An effective leader will strive to be a good example for others and always give 100 percent, no matter what they are doing. They are transparent with no hidden agendas and want to do what is best for the team, not just for themselves.” –Kerrin dame, Physical scientist, detection Engineering Branch

PErSPEcTivES on L E a d E r S h i P



— Intuitive about ideas

— Imaginative— Visionary



— Clear thinker— Logical problem

solver— Rational


solver— Rational

— Intuitiveabout people

— Socially aware— Sympathetic



— Practical Thinker

— Likes guidelines— Predictable



ANALY

TICAL CONCEPTUAL

SOCIAL

STRUCTURAL

Visionary, Outside the box thinking, Inspires creativity, Informal, Macro-management, Imaginative, Flexible, Open to ideas

Team player, Sensitive, Motivational, Good communication skills, Decision maker, Trusting, Connections/Networking, Open-minded, Fair judgment, Accommodating, Giving credit where credit is deserved, Know your employees

Decisive, Listener, Fair/Unbiased, Understands different thinking, Logical, Flexible/Adaptive, Focused, Goal-oriented, Role model/Lead by example, Effective communicator

Gives clear direction, Organized and on top of things, Decisive, Predictable (so employees know how to please him/her), Confident, Leads by example, Explains things well, Punctual, Responsible

AT TR IB U T E S

THINKING








solver— Rational


solver— Rational









ANALY

TICAL CONCEPTUAL

SOCIAL

STRUCTURAL

Visionary, Outside the box thinking, Inspires creativity, Informal, Macro-management, Imaginative, Flexible, Open to ideas

Team player, Sensitive, Motivational, Good communication skills, Decision maker, Trusting, Connections/Networking, Open-minded, Fair judgment, Accommodating, Giving credit where credit is deserved, Know your employees

Decisive, Listener, Fair/Unbiased, Understands different thinking, Logical, Flexible/Adaptive, Focused, Goal-oriented, Role model/Lead by example, Effective communicator

Gives clear direction, Organized and on top of things, Decisive, Predictable (so employees know how to please him/her), Confident, Leads by example, Explains things well, Punctual, Responsible

AT TR IB U T E S

TH

INKING

Sandy Cormack conducts workshops several times a year, in support of leadership development initiatives like the Mid Level Career Develop Program, the Minority Undergraduate

Student Internship Program (MUSIP), and for general organizational team building. Developing leadership skills is one

of the primary objectives. The workshops are based around Emergenetics, a psychometric profile developed from brain science research.

“The varieties of definitions across the room amaze workshop participants. For the first time, participants clearly see how people perceive seemingly ‘universal’ concepts differently.”

- Sandy Cormack, Strategic Planner with the Directorate of Program Integration

During a workshop, Cormack first breaks workshop participants into groups based on their most preferred thinking attribute. Once grouped, Cormack asks them to

define a common, well-understood, yet abstract term like ‘trust’ or ‘creativity.’

“The varieties of definitions across the room amaze workshop participants,” said Cormack, a strategic and infrastructure

planner. “For the first time, participants clearly see how people perceive seemingly ‘universal’ concepts differently.”

The overall result of this exercise, is that participants experience a mental “mindshift,” where they begin to grasp the idea that

different brain types think differently.

During his most recent workshop, Cormack conducted the same activity using the word “leadership” and got some interesting results as well. Cormack summarized these results in a table to illustrate

what people with different thinking attributes look for in a leader.

“These tables show exactly why it is so hard to lead in a mentally diverse organization,” Cormack said, “each person looks for different things in a leader.”

“Analytical leaders might need to learn social skills like showing appreciation and cultivating relationships, while conceptual leaders might need a dose of structural skills like time management and providing clarity in direction.” - Sandy Cormack

As Cormack explains it, a leader could be leading a team with a majority of structural thinkers - those who demand clarity, precision and decisiveness. At the same time, the team may also include conceptual thinkers –people who require vision, freedom to use their imagination, and flexibility. If a leader’s leadership style favors one thinking attribute over the other, he or she can easily become one person’s hero, but someone else’s villain.

“To be a great leader, from a brain-science standpoint, is to know when to step outside your preferred style and give people what they need to be successful,” Cormack said.

In an Emergenetics workshop, leaders see others’ brain profiles, most likely, for the first time. This helps them gain insight into the mental diversity on their teams and see the reasons behind some challenges they face. This enables leaders to develop strategies that cater to the leadership needs of their employees. Cormack said, at the same time, it gives leaders a blueprint for their own personal and professional development.

“Analytical leaders might need to learn social skills like showing appreciation and cultivating relationships, while conceptual leaders might need a dose of structural skills like time management and providing clarity in direction,” Cormack said.

The end goal with leadership development, from a brain-science perspective, is to learn how to use the whole brain to lead. Identify situations where analytical, structural, social and conceptual thinking attributes are best suited and apply them accordingly.

“Learn to value the mental diversity of your organization,” said Cormack. “And learn to lead by leveraging that diversity.”

The Challenges of Being a Leader – The Brain Science of LeadershipSandy Cormack is a Strategic Planner with the Directorate of Program Integration. He also specializes in professional and organizational development, using a brain science approach.



After earning a United States Patent for their Rapid Agent Identification of Nerve Agent detector (RAIDON) in late 2011, Engineering’s Jim Genovese, Robin Matthews and Joint

Research and Development contractor Kwok Ong are teaming up with other Branches in the Engineering Directorate to begin prototyping for a nerve agent detector. The detector is being developed for the Joint Project Manager for Nuclear, Biological and Chemical Contamination Avoidance (JPM NBC CA).

“Luckily, since the Directorate is a one-stop shop, we can do all of this work in-house and quick.”

–Jim Genovese, Innovative Development Engineering Acquisition Team Leader

The RAIDON uses colorimetric technology to detect and classify nerve agent within a matter of minutes. The detector’s technology is modeled after the design of the M256A1 and Chemical Reconnaissance, Explosive Screening System (CRESS). Both previous detectors are used by the Department of Defense to provide a chemical vapor detection capability at low cost, with minimal training and without the need for a power source. Capitalizing off of these earlier designs has resulted in time and money saved.

“Now that we have a customer to make this for, we have two main updates that we are trying to make to the original RAIDON,” said Genovese, Leader of the Innovative Development Engineering Acquisition (IDEA) Team. “The initial RAIDON technology simply identified the difference between VX and GB nerve agent. Now, we are trying to get the detector to decipher between the entire range of nerve agents and include Thiophosphoric Pesticide and Carbamates.”

As the group perfects the detector in its testing phase, it has enlisted the help of several other teams, making this a Directorate-wide effort.

“We are working with Alex Pappas, Kirk Williams and Lou Kanaras from the Protective Factor Testing Chamber Branch for testing, and Charlie Steinert and Rich Kreis from the Advanced Design and Manufacturing (ADM) Division for the injection molding and rapid prototyping,” Genovese said.

The participation from the other branches helps propel the effort, allowing the RAIDON to be ready for the PM transition, and ultimately, be deployed to the Warfighter. Genovese suspects that the group will have an initial prototype to send to the PM by the second quarter of FY 2013. “Luckily, since the Directorate has become a one-stop shop, we can do all of this work in-house with a rapid turnaround,” Genovese said.

The colorimetric technology used in the RAIDON saves time, allowing the group to focus on the science and meet their deadline. Since the technology capitalizes on a method that is already tried and true, all that is left is testing and packaging.

“We’ve used this technology for the CRESS Kit and the M256A1, both of which work well,” Genovese said. “We’ve done a lot of work with classifying nerve agents as well, so we’re in a great place to move the project along in a timely manner.”

“The idea of the detector is to let the user know that there is a distinct type of nerve agent in the area, and from there determine a course of action to manage the consequence,” said Ong.

With customer support, the help of others in the Directorate and a spirit of wanting to help the Warfighter, the group is ready to evolve the M256A1 technology to solve yet another chemical biological capability gap.

Engineering Directorate Collaborates to Prototype Nerve Agent Technology

Leading Ladders: Great Leaders and Historic Leadership Moments . . . This Month in Leadership History

November 12, 1815Elizabeth Cady Stanton (1815-1902) was born in Johnstown, New York. Stanton was an American Suffragist. Her comments at the Women’s Rights Convention at Seneca Falls in 1848, initiated a movement fighting for women to have the right to vote. She stated, “We hold these truths to be self-evident that all men and women are created equal.”

November 6, 1860Abraham Lincoln was elected as the 16th U.S. President and the first Republican. He successfully led the country through the Civil War and was recognized for preserving the Union, and ending slavery.

November 4, 1916Walter Cronkite (1916-2009), known as America’s most trusted journalist, was born in St. Joseph, Missouri. He was a leading correspondent for United Press International during World War II.

November 7, 1867 Physicist and Chemist Marie Curie was born. Curie was the first woman to win a Nobel Prize, and was known for her work on radioactivity.



The Edgewood Chemical Biological Center (ECBC), Engineering Test Division’s Test, Reliability & Evaluation Branch (TREB) Continues to put Warfighters first by conducting needed

updates to testing infrastructure and equipment. In-house updates to the Q97 Filter Unit Air Flow and Q262A1 ensure that TREB can provide reliable testing and service to its customers.

Since 1970, TREB has used the original Q97 Filter Unit Air Flow test stand to primarily perform surveillance testing on the M2A2 Air Purifier Units. Its updated replacement, known as the Q97A1 Filter Unit Air Flow test stand, designed and built in-house by TREB, utilizes state-of-the-art software to increase test accuracy and efficiency. This software alleviates any test operating error in reading and recording test data. The Q97A1 test stand determines the airflow output and electric continuity of M2A2 units, and measures the Alternating Current and the Direct Current voltage and amperage drawn by the M2A2 unit motor and the effluent airflow produced.

“The Q97A1 Filter Unit Air Flow test stand will allow TREB to test with more accuracy and efficiency,” said Myat Win, an engineer within TREB. “It also requires far less user setup and input since the tester is computer automated with a digital interface. This upgrade enables TREB to stay ahead of the growing demand for collective protection equipment product testing in support of the Warfighter effort.”

TREB ensures all test equipment meets quality and structural requirements. This allows TREB to better support test requests from customers and properly conduct Test Operating Procedures.

“TREB will be more capable of meeting customer needs and getting the required filters to the end users and the Warfighters quickly.”

- Bob Miller, TREB engineer

In order to be recognized as a U.S. Army Certified Lab, adequate structural resources and test equipment are necessary to qualify for all certifications, including International Organization for Standardization Certification, ECBC-Rock Island Certification, and the Joint Program Executive Office for Enterprise Fielding & Surveillance Program.

In addition to updating current infrastructure, TREB is constructing the Q262A2 new filtration test stand which is modeled after the Q262A1 test stand. The Q262A2 is designed to test filters up to 500 CFM and conduct airflow resistance and DMMP (vapor) gas life testing. The Q262A2 should be validated by fall of 2012.

“TREB will be more capable of meeting customer needs and getting the required filters to the end users and the Warfighters quickly,” said Bob Miller, an engineer within TREB.

Ultimately, this new test stand increases TREB’s capacity in testing collective protection gas filters, allow for workload expansion, enhances work efficiency, and expands test services to customers.

Continuous test equipment upgrades allow TREB to better support its customers, including other Department of Defense organizations, and assist in ensuring that the ECBC Engineering Directorate remains a leader in the field of chemical biological testing.

Engineering’s TREB Updates Infrastructure to Ensure Quality

Leading Ladders: Great Leaders and Historic Leadership Moments . . . This Month in Leadership History

November 20, 1962President John F. Kennedy ends the Cuban Missile Crisis as he announces he has lifted the U.S. Naval blockade, “the evidence to date indicates that all known offensive missile sites in Cuba have been dismantled.”

November 13, 1967Carl Stokes became the first African American mayor in the United States. Stokes was elected mayor of Cleveland, Ohio.

November 4, 2008Barack Obama became the first African American to be elected President of the United States.

November 9, 1989 After 28 years, The Berlin Wall fell. This wall divided East and West Germany and served as a symbol of the Cold War. President Ronald Reagan is remembered for the famed speech he gave two years prior, when he demanded, “Mr. Gorbachev, tear down this Wall!”



My American Journey by Colin Powell with Joseph E. Persico It provided me with great insight into how a military strategist thinks and sees things that those thinking and acting tactically will miss. It provides an outstanding description of how to think strategically in a tactical environment. – Bill Klein, Associate Director, Resource Management and Systems Engineering

Moving Mountains: Lessons in Leadership and Logistics from the Gulf War by William G. Pagonis Gen. Pagonis had a huge job, organizing the logistical operations for Desert Storm and getting everything there quickly. I believe it was the largest such effort in history. Gen. Pagonis was not leading men in battle, but orchestrating the massive movement of equipment and supplies that would allow men to go into battle as the best equipped fighting force in the world. What I got from the book was quite simple, anything can be accomplished with the proper leadership and planning combined with personnel dedicated to executing that mission. Additionally, the leadership techniques used by Gen. Pagonis are applicable both in the military and civilian worlds. – Ed Bowen, Branch Chief, Strategic Planning and Operations

Transformational Leadership by Jerry W. Koehler and Joseph M. Pankowski This book provides very short lessons on topics like vision and strategy, skills of transformational leaders, and transformational leadership behaviors. – Bill Klein, Associate Director, Resource Management and Systems Engineering

Leadership Book Recommendations by ECBC Engineering Leaders

The seven habits of highly Effective People by Steven Covey The book emphasizes taking personal responsibility and getting your own life in order first, then expanding your view to those you interact with. The book resulted in my having a totally different (more positive) view of both myself and others around me and created a dramatic shift in the way I lead my life. – Jim Duhala, Division Chief, Strategic Planning and Business Management

The Corporate Athlete Advantage: The science of deepening Engagement by Jim Loehr and Jack GroppelProvided the recipe for sustained achievement through awareness and practice of the power of the High Performance Pyramid model, beginning with the foundation of physical well-being, and the interconnected elements of emotional health, mental sharpness, and a sense of purpose. The High Performance Pyramid: Physical Capability; Emotional Capability; Mental Capability and Spiritual Capability. – Ron Pojunas, Associate Director, Joint and Interagency Activities

The Good soldiersby David Finkel This book was recommended to me by Colonel Daniel McCormick, former JPM NBC CA. This book is a first-hand account by a soldier in Afghanistan. As an Army engineer, it reminds you of the importance of the work you do and who gets affected by the work you do. I had my entire Branch read it. – Pete Annunziato, Branch Chief, Advanced Technology Demonstration

Beating the streetby Peter LynchThis book was interesting because of the way they teach you to think. Management styles are all different. The key is to bring out the positive stuff. There’s always positive stuff. I think if you can think it, you can do it in this country. For example, the man on the moon. Also, any biographies on Reagan or John F. Kennedy are good to read. - Alex Pappas, Branch Chief, Environmental Field Test and PFTC

Additional Leadership Book Recommendations:

• Winning by Jack Welch

• Quiet: The Power of Introverts by Susan Cain

• Good to Great by Jim Collins (Eugene Vickers recommended)

• A First-Rate Madness by Nassir Ghaemi

• Bossypants by Tina Fey

• The Present by Spencer John

• Who Moved My Cheese by Spencer John

• Great by Choice by Jim Collins and Morten T. Hansen

• Little Bets by Peter Sims

• The Decision to Trust: How Leaders Create High-Trust Organizations by Robert F. Hurley

• The Progress Principle by Teresa Amabile and Steven Kramer

• Take the Lead by Betsey Myers

See a complete list of recommended books and join the online discussion https://cbconnect.apgea.army.mil/ENG/leadership/default.aspx

https://cbconnect.apgea.army.mil/ENG/leadership/default.aspx

november 2012: engineering edge

Documents

producibility engineering

business of engineering

engineering position

inner engineer

federal career

respected branch chief

year career

specific project