IMOA: Compendium Cruelty and Disability

 (IMOA) Imagine Pacific Original Article 

Compendium: Cruelty and Disability

 Excerpt from The Trial of Supercrip: And the Conviction of Narrative Prosthesis

By: James E. Faumuina, MBA, MPA, GCert/DDS

Ph.D. Student Troy Global Leadership Program     

There is a comfortable feeling you have when you live in ignorant bliss. You drink from the garden hose of life, not knowing there is lead in the pipe. You drink the shoyu base in the BBQ chicken, before the chicken is cooked. You watch television your entire life without awareness of the blatant cliches and pandering at the expense of marginalized groups. Particularly in the case of those with disabilities, you never think twice of the tropes airing on Disney+ and Netflix. Until you do. I googled a question, “what do you call something you never notice, then suddenly, you only notice it?”

The “red car syndrome” came up. It has an academic background, known as the “Baader-Meinhof Phenomenon” (Pacific Standard Staff, 2013) Essentially, when you see a red car on the road, you may have a propensity to continue seeing red cars. This reminded me of the post when I mentioned the “imbecile” that Cormac McCarthy wrote about in “Blood Meridian.” 

In the book the imbecile is caged like an animal, led on a leash and covered in his own filth (McCarthy, 1985). He grunts and groans because he was not written in the narrative with the capacity for speech. I was perplexed where the literary value was in making this character. I recently learned the term, “narrative prothesis,” and its use in literature and film narratives have become more and more abundant to me. I realize McCarthy needed the disabled character to add depth to the story, he could not care any less for the depiction or accuracy of the disability because it was his means to an end. Now that I can see how it is used in far too many tropes; it has become my “Red Car.”

I experienced the Baader-Meinhof Phenomenon once again in “Why Disability Identity Matters: From Dramaturgy to Casting in John Belluso’s Pyretown” by Carrie Sandahl. The term that she introduced etched in my memory now is, “cripping up.” She provides “casting non-disabled actors as disabled characters is called pejoratively cripping up, referencing the outdated practice of white actors ‘‘blacking up’’ to play African American characters (Sandahl, 2008, p. 236).” Here again, like the use of narrative prothesis by McCarthy, the use of the device of cripping up, is another Red Car I can’t stop seeing. It’s everywhere, in movies like X-Men, Avatar, and I am Sam.

Baader-Meinhof Phenomenon of disabled tropes in narratives reveals itself like an epidemic; it would be impossible to try and ignore. The Autistic Victim: Of Mice and Men and Flowers for Algernon by Sonya Freeman Loftis provides two cases of cognitive disabled men, where their disabilities are crucial to the flow of the stories. (Loftis, 2015) They each have tragic ends, but the tragedy is tied into the fact their disabilities are harbingers of their difficulties. In Lennie’s case he is “euthanized” and in Charlie’s case he reverts to the cognitive void. I’ve read these stories early in my youth, seen variations of them on film, and never had I thought about the use of disabilities as narrative trope. Until I did, and now this is all I can see.

References 

Loftis, S. F. (2015). The Autistic Victim: Of Mice and Men and Flowers for Algernon. In S. F. Loftis, InImagining Autism (pp. 61-78). Bloomington: Indiana University Press. 

McCarthy, C. (1985). Blood Meridian or The Evening Redness In the West. New York: Vintage Books. 

Pacific Standard Staff. (2013, July 22). THERE'S A NAME FOR THAT: THE BAADER-MEINHOF PHENOMENON. Retrieved from PACIFIC STANDARD STAFF: https://psmag.com/social- justice/theres-a-name-for-that-the-baader-meinhof-phenomenon- 59670 

Sandahl, C. (2008). Why disability identity matters:From dramaturgy to casting in John Belluso’s Pyretown. Text and Performance Quarterly, Vol. 28, Nos. 102, 225-241.  

Faumuina, J.E. (2022). The Trial of Supercrip: And the Conviction of Narrative Prosthesis. Imagine Pacific. https://www.campusbooks.com/search/9798224252022?buysellrent=buy&popup

James is the owner of Imagine Pacific Enterprises and the Editor of Imagine Pacific Pulse (IMPULSE). He is a retired Lt Col, Hawaii Air National Guard. Former medical administrator, planner, program manager, and operations officer. Graduated from the USAF Air War College and is currently a Ph.D. student in the in Troy Global Leadership Program. He can be contacted at jfaumuina@troy.edu  

IMOA: Future Trends in Global Leadership

  

(IMOA) Imagine Pacific Original Article 

Future Trends in Global Leadership 

By James E. Faumuina, MBA, MPA 
Ph.D. Student Troy Global Leadership Program     

10/8/2024

Metcalf (2021) provides a list of trends suspected to occur in the present and near future. His predictions range from a desperate increase in economic volatility to a more optimistic view that people will be enabled with greater mobility, creating more access and opportunity. To accompany Metcalf's prognoses, I offer three current and medium trend forecasts as well.

In the near term, echoing Metcalf (2021), there is an anticipated expectation that further global social polarization will occur. This is evident in the level of wealth disparity that continues to increase globally (Sanchez-Runde et al., 2013; Tiatia-Seath et al., 2020). If mitigating steps are not taken, a permanent poverty class could become institutionalized and unable to recover from the effects of current geopolitical, climate, and disaster events (Béné et al., 2014; Guo et al., 2024; Fiorini et al., 2020). For global leaders, poverty is the first issue in the United Nations Sustainable Development Goals (SDGs); from birth, globally vulnerable populations are disadvantaged in terms of nutrition, education, and medical care (United Nations, 2023). Lewis et al. explain it pointedly: "Poverty and inequality of globalization cause global problems" (Lewis et al., 2017, p. 1).

Trends are also aligned with Osland et al. (2020), which indicates how nations have operationalized boundary-spanning actions through affiliation with regional networks. Regional networks have evolved into strategic tools in their affiliations and use (Bird & Mendenhall, 2016; Pacific Island Forum, 2022; White House, 2022). For global leaders in these regions, economic and theater security issues are the main drivers influencing their affiliation with regional associations like the Asia-Pacific Economic Cooperation (APEC), the Association of Southeast Asian Nations (ASEAN), and the Pacific Island Forum (PIF). These types of partnerships strategically leverage the ability of smaller countries, through regional associations, to influence global powers (Fiorini et al., 2020; Guo et al., 2024). In the Pacific, countries such as the Solomon Islands have tactically shifted their diplomatic stances to accommodate a leverage position with China in the region, which has caused a fracture in the United States' strategy in the Pacific theater (Liu, 2022; White House, 2022).

Spector (2020) holds skepticism of nations, suggesting they continue behaviors that do not result in the avoidance of errors. This is evident in global population management, as the effects of declining birth rates in first-world economies are significant precursors to a looming crisis (World Economic Forum, 2021). This decline will have long-term effects on their economies as major suppliers of goods and services. Current trends project fewer working-age individuals, leading to shortages across industries, from skilled to unskilled labor (isa-world.com, 2019). As the population ages in these economies, global leaders must address the potential long-term impact, which could include a shift in their global competitiveness as other countries with larger labor populations gain prominence.

Metcalf's (2021) predictions hold credence when considering the outlook five years from now. Beginning with climate/disaster migration: The effects of climate change and related disasters, whether natural or man-made, will likely increase global migration (Béné et al., 2014; Guo et al., 2024; Rasmussen et al., 2022). Bene et al. (2014) emphasize the necessity of global resilience, aligning with the concept of an allostatic leader proposed by Fernandez and Shaw (2020). Global leaders must adhere to the importance of resilience, as Bene et al. offer, and it needs to be addressed as it is "recognized to be a source of significant vulnerability" (Béné et al., 2014, p. 616).

Technology adaptation is expected to exacerbate disparities for the global poor (United Nations, 2023; Pacific Island Forum, 2022). As global leaders increasingly prioritize green strategies, countries lacking technical skills and infrastructure face greater disadvantages without intervention from more established nations (Fiorini et al., 2020; Gonzalez et al., 2018; Guo et al., 2024). Adherence to the United Nations Sustainable Development Goals (SDGs) and agreements such as the Sendai Framework will be critical for global accountability (Pacific Island Forum, 2023; United Nations, 2023; White House, 2022).

Finally, if current trends persist without employing what Bailey and Breslin (2021) would consider "organizational learning and implementation of lessons" (p. 7), there is a strong possibility of a destabilized Indo-Pacific region (White House, 2022). If history repeats itself, the current emphasis by the United States on investing and developing the Pacific region may shift due to changing political interests. Without viable commerce or industrial commodities beyond fishing, a shift towards global exclusion could enable further expansion by political and economic rivals willing to invest in the Pacific. Global leaders in countries reliant on the United States for aid and development may seek alternative sources, as evidenced by the Solomon Islands in 2024 (Liz, 2024).

James is the owner of Imagine Pacific Enterprises and the Editor of Imagine Pacific Pulse (IMPULSE). He is a retired Lt Col, Hawaii Air National Guard. Former medical administrator, planner, program manager, and operations officer. Graduated from the USAF Air War College and is currently a Ph.D. student in the in Troy Global Leadership Program. He can be contacted at jfaumuina@troy.edu 

References:

1. Bailey, K., & Breslin, D. (2021). The COVID‐19 pandemic: What can we learn from past research in organizations and management? International Journal of Management Reviews, 23(1), 3–6. https://doi.org/10.1111/ijmr.12237

2. Béné, C., Newsham, A., Davies, M., Ulrichs, M., & Godfrey‐Wood, R. (2014). Review article: Resilience, poverty, and development. Journal of International Development, 26(5), 598–623. https://doi.org/10.1002/jid.2992

3. Bird, A., & Mendenhall, M. E. (2016). From cross-cultural management to global leadership: Evolution and adaptation. Journal of World Business, 51(1), 115–126. https://doi.org/10.1016/j.jwb.2015.10.005

4. Bye, bye, baby? Birthrates are declining globally – here’s why it matters. (2021, June 15). World Economic Forum. https://www.weforum.org/agenda/2021/06/birthrates-declining-globally-why-matters/

5. Fernandez, A. A., & Shaw, G. P. (2020). Academic leadership in a time of crisis: The coronavirus and COVID‐19. Journal of Leadership Studies, 14(1), 39–45. https://doi.org/10.1002/jls.21684

6. Fiorini, R. A., Alvarez-Pereira, C., Jacobs, G., & Kiniger-Passigli, D. (2020). Global transformative leadership in the 21st century: A science, engineering, technology integrated and strategic perspective. Cadmus, 4(2).

7. Gonzalez, F., Kallinikos, J., Mansell, R., & Müller, J.-W. (2018). The age of perplexity: Rethinking the world we knew. Penguin Random House Group.

8. Guo, X., Chmutova, I., Kryvobok, K., Lozova, T., & Kramskyi, S. (2024). The race for global leadership and its risks for world instability: Technologies of controlling and mitigation. Research Journal in Advanced Humanities, 5(1).

9. Lewis, E., Boston, D., & Peterson, S. (2017). A global perspective of transformational leadership and organizational development. Journal of Research Initiatives, 2(3), 1–6.

10. Liu, Z. Z. (2022, May 4). What the China-Solomon Islands pact means for the U.S. and South Pacific. Council on Foreign Relations.

11. Metcalf, M. (2020). Leadership trends for 2021 and beyond. Forbes.

12. Osland, J. S., Mendenhall, M. E., Reiche, B. S., Szkudlarek, B., Bolden, R., Courtice, P., Vaiman, V., Vaiman, M., Lyndgaard, D., Nielsen, K., Terrell, S., Taylor, S., Lee, Y., Stahl, G., Boyacigiller, N., Huesing, T., Miska, C., Zilinskaite, M., Ruiz, L., & Maznevski, M. (2020). Perspectives on global leadership and the COVID-19 crisis. Advances in Global Leadership, 13, 3–56.

13. Pacific Island Forum. (2022). 2050 strategy for the Blue Pacific continent. Pacific Islands Forum Secretariat.

14. Rasmussen, E., Nakano, G., Kabua, S. K., & Hatoum, A. (2022). Climate-focused field research within the Kwajalein Atoll Sustainability Laboratory. In 2022 IEEE Global Humanitarian Technology Conference (GHTC) (pp. 465–468). https://doi.org/10.1109/GHTC55712.2022.9911040

15. Sanchez-Runde, C. J., Nardon, L., & Steers, R. M. (2013). The cultural roots of ethical conflicts in global business. Journal of Business Ethics, 116(4), 689–701. https://doi.org/10.1007/s10551-013-1815-y

16. Spector, B. (2020). Even in a global pandemic, there’s no such thing as a crisis. Leadership, 16(3), 303–313. https://doi.org/10.1177/1742715020927111

17. The economic impact of falling birth rates. (2019, September 12). ISA-World.com.

18. Tiatia-Seath, J., Tupou, T., & Fookes, I. (2020). Climate change, mental health, and well-being for Pacific peoples: A literature review. The Contemporary Pacific, 32(2), 399–430. https://doi.org/10.1353/cp.2020.0035

19. United Nations. (2023). The Sustainable Development Goals report 2023: Special edition. United Nations. https://doi.org/10.18356/9789210024914

20. White House. (2022). Indo-Pacific strategy of the United States. White House.

IMOA: Global Standards for Disaster Risk Reduction: An Ethical Assessment of the Sendai Framework

(IMOA) Imagine Pacific Original Article 

Global Standards for Disaster Risk Reduction: An Ethical Assessment of the Sendai Framework 

By James E. Faumuina, MBA, MPA 

Editor, Imagine Pacific Pulse    

8/14/2024 

 

With no regulatory enforcement and held together by ethical agreements among nations, the Sendai Framework represents an accord made by the United Nations, serving as a global standard for disaster risk reduction (United Nations, 2015; Uchiyama et al., 2021; United Nations, 2023). This agreement establishes seven targets, including national-level compliance in building construction, to ensure safe and disaster-ready structures (United Nations, 2015).

Uchiyama et al. (2021) addressed the efficacy of this global agreement, noting that it needs to be prioritized, which has hindered the implementation of its objectives. A report on the progress of the previously agreed-upon Sustainable Development Goals (SDGs) describes the Sendai Framework as faltering, with SDGs appearing in the “rear-view mirror” of countries that had once committed to supporting them (United Nations, 2023).

Considering ethical perspectives, which argue that anyone capable should contribute to society and themselves, Heres and Lasthuizen (2012) discuss the concepts of a moral person and moral manager. They emphasize that ethical leadership is demonstrated through action and interpersonal relations. In this context, conducting an ethical research project, as suggested by Harris (2022), could help address the shortcomings of nations in executing the Sendai Framework.

In an ideal world, such execution might be feasible. However, Eskelinen (2021) contends that the notion of a utopia regarding the United Nations Sustainable Development Goals contrasts with a reality where nations determine “what could be… and what is” (Eskelinen, 2021).

The dynamics of politics and social good, while not entirely opposed, create friction in setting global standards (Eskelinen, 2021; Uchiyama et al., 2021). Morality is assessed against resource constraints, reputation, and external pressures that necessitate completing projects on time and within budget (DePoy & Gitlin, 2020; Harris, 2022; Heres & Lasthuizen, 2012; LaFollette, 2000).

The United Nations and the global stage might benefit from academia’s use of principlism, as DePoy and Gitlin (2020) described. Principlism includes respect for individual rights, the intent to do the right thing, avoidance of harm, and fairness. Adopting principlism could lead to what Wallace and Sheldon (2015) refer to as Ethical Universalism, which, if achieved, could serve as the foundation for an ideal society. 

 References:

DePoy, E., & Gitlin, L. N. (2020). Introduction to Research (6th ed.). Elsevier Health Sciences.

Eskelinen, T. (2021). Interpreting the sustainable development goals through the perspectives of Utopia and governance. Forum for Development Studies, 48(2), 179–197. https://doi.org/10.1080/08039410.2020.1867889

Harris, S. R. (2022). How to Critique Journal Articles in the Social Sciences. SAGE Publications, Inc. https://doi.org/10.4135/9781071878743

Heres, L., & Lasthuizen, K. (2012). What’s the difference? Ethical leadership in public, hybrid and private sector organizations. Journal of Change Management, 12(4), 441–466. https://doi.org/10.1080/14697017.2012.728768

Uchiyama, C., Ismail, N., & Stevenson, L. A. (2021). Assessing contribution to the Sendai Framework: Case study of climate adaptation and disaster risk reduction projects across sectors in Asia-Pacific (2015–2020). Progress in Disaster Science, 12, 100195. https://doi.org/10.1016/j.pdisas.2021.100195

United Nations. (2015). Sendai Framework for disaster risk reduction 2015—2030.

United Nations. (2023). The Sustainable Development Goals Report 2023: Special Edition. United Nations. https://doi.org/10.18356/9789210024914

Wallace, M., & Sheldon, N. (2015). Business research ethics: Participant observer perspectives. Journal of Business Ethics, 128(2), 267–277. https://doi.org/10.1007/s10551-014-2102-2

James is the owner of Imagine Pacific Enterprises and the Editor of Imagine Pacific Pulse (IMPULSE). He is a retired Lt Col, Hawaii Air National Guard. Former medical administrator, planner, program manager, and operations officer. Graduated from the USAF Air War College and is currently a Ph.D. student in the in Troy Global Leadership Program. He can be contacted at jfaumuina@troy.edu 

 

(IMOA) Imagine Pacific Original Article 

Crescendo Clashing and Pacific Global Innovation 

By James E. Faumuina, MBA, MPA 

Editor, Imagine Pacific Pulse    

7/6/2024

Perhaps it is time to question, "Does western reductivism of indigeneity clash with the regional innovation in Pacific Islands?"

Cumberland et al. (2016) referred in their literature review to using a cultural assimilation mechanism to predict clashing behaviors (p. 309). Although cultural awareness is approached, there is further opportunity to investigate the rationale behind the clashing cultures of global leaders.

Contrary to the assertion that individual capacity depends on basic skills acquired through human resource development (Cumberland et al., 2016), Mao et al. (2024) provide the context that regional culture also influences human capacity, contending that inherent capabilities born of the cultural regions, such as regional innovation, play a role in shaping “values, behaviors, norms, and regional identity” (p. 24).

Cumberland et al.'s (2016) view of culture faces challenges with the emphasis on individualism in Pacific culture (Tiatia-Seath et al., 2020), in addition to what Mao et al. (2024) provided as a necessary tenet of regional culture. Cumberland et al.'s reference to cross-cultural training as a low-contact activity underappreciates Pacific culture but also presents an opportunity to be enlightened. Here, Tiatia-Seath et al. illustrate another layer of regional culture with their use of the sense of place to describe communal identity (p. 402). Through the literature, the authors capture how Pacific Islanders' perspective of what Cumberland et al. espoused as culture may be considered colonialism by those who have undergone the experience of Western cultural assimilation (Tiatia-Seath et al., 2020). 

These literary inclusions provide a perspective that presents the value of regional culture and how it can influence an interpretation of how innovation is contextually interpreted. The literature would recommend starting with the paradigms from settling in what Pacific Indigenous people consider contested spaces; this is an appropriate venue to gauge the Western perception of indigeneity (Tiatia-Seath et al., 2020). They offer an initial critique of the West by providing literature that speaks to Western reductivism of Pacific culture and recognition of the encroachment of the contested space, the same space that Indigenous Pacific Islanders align with their genealogy. The oversight of Western culture to align what Tiatia-Seath et al. refer to as people and place is illustrated throughout the author’s literature.

Revisiting Cumberland et al.’s (2016) reference to culture as low contact provides insight into its perceived value. Further evidence of this reductionism is in the literature in Tiatia-Seath et al. (2020), where examples of overlooking the value of Pacific indigeneity are provided in mental health services and seen in how adaptation is being conveyed in the Pacific in contrast to what literature imbues as the Western framework.

The clash heard is a crescendo awakening in the Pacific. Innovation is here and has been for millennia. A sense of place, indigeneity, and cultural practice require assimilation; however, the direction is prime to change course from West to the Pacific, not the other way around, as global literature tendencies have been conditioned to lean.

References: 

Cumberland, D. M., Herd, A., Alagaraja, M., & Kerrick, S. A. (2016).

Assessment and development of global leadership competencies in the workplace: A review of literature. Advances in Developing Human Resources, 18(3), 301–317.

Tiatia-Seath, J., Tupou, T., & Fookes, I. (2020).

Climate Change, Mental Health, and Well-Being for Pacific Peoples: A Literature Review. The Contemporary Pacific, 32(2), 399-430. https://doi.org/10.1353/cp.2020.0035

Mao, L., Lu, C., Sun, G., & et al. (2024).

Regional culture and corporate finance: A literature review. Humanities and Social Sciences Communications, 11(1), 59. https://doi.org/10.1057/s41599-023-02551-8

James is the owner of Imagine Pacific Enterprises and the Editor of Imagine Pacific Pulse (IMPULSE). He is a retired Lt Col, Hawaii Air National Guard. Former medical administrator, planner, program manager, and operations officer. Graduated from the USAF Air War College and is currently a Ph.D. student in the in Troy Global Leadership Program. He can be contacted at jfaumuina@troy.edu or Administrator@Imagine-Pacific.com

IMOA: Let's talk about leadership

 

(IMOA) Imagine Pacific Original Article 

Let's talk about leadership

By SMSgt. Jared Mina, EMT, B.Ed. 

Hawaii Air National Guard    

12/15/2023

Let’s talk about leadership… What is “leadership?” The simple answer can be found in any Webster’s Dictionary such as… Definition #1 states “the office or position of a leader.” That doesn’t quite work for me. I think a better question would be “What does leadership look like?”

To help illustrate this, I will be talking about “The 5 Types of Leaders” 

as discussed by Mack and Ria Story (Story, 2021).

Type 1: Managerial Leader (Level 1)

A managerial leader is the least effective of the five types of leaders. They have the least influence. They see members as tools for their advancement. At the end of the day, it’s all about “Look at what I did,” regardless of their actual contributions. They tend to value the position more than the people. This leader can be appointed or perhaps they happen to be the last person available with the right credentials for the position (right place, right time).

Some Traits of the Type 1:

·   Character is weak.

·   Desire is “to be served” rather than “to serve.”

·   Strength comes from power, control, formal authority, and personal results.

·   “I follow because I have to…”

Type 2: Relational Leader (Level 2) 

This type of leader is more focused on people. They want to build relationships. People follow because of who they are rather than what they know (technical knowledge). Their weakness is not making/taking the time to develop their craft. Like the level 1 leader, this person can be at the right place at the right time. What differentiates them from the level 1 leader is the fact that they have taken an interest in the people and are willing to build relationships.

Some Traits of the Type 2:

·   Character is stronger.

·   Desire is to serve.

·   Values people more than the position.

·   Strength comes from relationships and moral authority.

·   “I follow because I like you…”

Type 3: Motivational Leader (Level 3) 

A motivational leader desires what’s best for both the people and the organization. People want to follow them because of who they are and what they know. They influence others from the outside. They are process-focused. These leaders have taken the time to learn/perfect their craft. This is where they begin to see the importance of building people up to their level (mentorship).

Some Traits of the Type 3:

·   Character is strong.

·   Desire is to serve.

·    Focus is on leading (influencing/releasing) people, managing processes, and getting results.

·   “I follow because you have moved me to…”

Type 4: Inspirational Leader (Level 4) 

An inspirational leader inspires managerial and relational leaders to become motivational leaders. Their focus is on growing themselves to inspire others to grow. They influence others on the inside. They are people-focused, not process-focused. These are who we would begin considering our “Subject Matter Experts (SME’s).” They have achieved a status where they are now mentoring Level 3 leaders towards becoming Level 4.

Some Traits of the Type 4:

·   Competency is highly developed and specialized.

·   Focus is on leading and developing Level 3 leaders.

·   Values people more than position.

·   Strength comes from relationships, moral authority, and the growth of others.

·   “I follow because I feel the need to…”

Type 5: Transformational Leader (Level 5) 

A transformational leader’s passion and purpose are to transform others. Their influence touches people in all industries and across multiple generations. They have put in the time and effort to better themselves (i.e. PME[1]) with the goal of bettering the organization. These are your SME’s! Besides making strategic and tactical decisions, their primary goal is to grow the organization, both in mission and personnel. More importantly, the Level 5 leader knows that this isn’t the end journey…it’s the beginning of a new adventure!

Some Traits of the Type 5:

·   Competency is highly developed and specialized.

·   Focus on leading influencing people and developing Level 3 and leaders.

·   Values people more than position.

·   Strength comes from relationships, moral authority, growth, and earn respect.

·   “I follow because I know I want to…”

So, what does all this mean? Here’s my interpretation utilizing two things that I truly enjoy, Brazilian Jiu-Jitsu (BJJ) and Star Wars[2] movies!!!

At White Belt (Level 1), we have Jar Jar[3]… he did the minimum to get his white belt, show up. In the big picture, he took the hardest step in BJJ. Just stepping on the mat is a big deal. But, like a Level 1, you don’t know much but you are “higher” than someone that hasn’t stepped on the mat. Like all martial arts, you should be working towards your next level/belt. The same should apply to a leader. They shouldn’t just be satisfied by just “being there.” They should be working towards improving themselves. Some people never make it past this level.

At Blue Belt (Level 2), we have Wedge Antilles, Rebel X-Wing pilot, flew missions against both Death Stars. At this level, you’ve earned the respect of upper leadership but still have some Level 1 tendencies. You don’t magically become better once you get your BJJ blue belt. You still make some of the same mistakes you did as a white belt, but now you have some of the tools to fix them. It will require work and sacrifice, but you do have the potential to get to the next level. The same goes for a Level 2 leader; you know just enough to get by, people begin to like you, and if you put in the time and effort, you can move to Level 3. In BJJ, you know just enough to hurt yourself. But again, some people don’t make it past this level either.

At Purple Belt (Level 3), we have Han Solo, I’m pretty sure I don’t need to explain who he is. As I mentioned earlier, the biggest realization here is that it’s no longer just about you. In BJJ, if you receive your Purple Belt, you’ve already put in probably four or more years of training. Like a Level 3 leader, it’s time to start learning how to give back. For me, this is where I learned to be an instructor. The biggest lesson I learned here is that it’s not about who shows up to class today; it’s more about who wants to show up for class tomorrow! As a Level 3 leader, you should be motivating members to want to come back and continue to improve the organization not just today but tomorrow and the days following. At this point, most people are committed and have invested a lot into the art/organization and will most likely stay for the long haul.

At Brown Belt (Level 4) is Luke Skywalker. He’s best known for the re-emergence of the Jedi. You can see his growth throughout the movies, from a young boy on a farm to the leader of the new Jedi order. At this point, he is almost the SME for all things Jedi. Level 4 leaders are the same. They have put in lots of time and effort towards learning and perfecting their craft. This is where you mentor others to get to your level. You are considered the master who trains the apprentice in a “train the trainer” relationship. In addition to completing your tasks, you are also responsible for mentoring the Level 3 leaders towards becoming Level 4’s.

Our Black Belt (Level 5) on this list is Master Obi-Wan Kenobi, Luke’s mentor. There is no doubt that this character is an SME in the Jedi arts! Even after “dying,” he was still sharing his knowledge with Luke. Maybe not quite on that “share after dying” level, but a Level 5 leader is the same way. You’ve put in countless hours into the mission and organization that you are the SME! So now it is your responsibility to share that knowledge through mentorship of those below you as well as those outside the organization. Why outside? That’s how you expand your mission. That’s how innovation is born. Growth is a good thing. This is how you set your organization up for success so it will continue to grow without you.

But wait… there’s more... Why are there still two more belts[4]? Symbolically, they represent the fact that once you receive your Black Belt, that is not the end. Every Black Belt I’ve had the opportunity to train with or under has said it’s not the end…it’s a new beginning. I believe the same goes for leadership. Once you stop trying to better yourself or the organization you essentially start to destroy everything you’ve worked for. Just because you have a Black Belt doesn’t mean you don’t have the ability to display some White Belt tendencies. It’s climbing a mountain. Yes, you can move up, but you can easily slide down. The same goes for leadership. A Level 5 can perform like a Level 1, and in some cases potentially vice versa. Sometimes you make big moves, other times not so much. Sometimes you’ll need to retrace your steps or find a different path. Some people will just give up altogether. While others will continue to push no matter how hard the journey gets. In the end, it’s up to you.

So… What kind of leader do you want to be?

Senior Master Sergeant Jared Y. Mina, EMT, B.Ed. serves as the Detachment 1, HQ 154 Medical Group's Senior Enlisted Leader and augmentee to the Command Staff, HQ USPACAF. With a military career since 1996, he held roles from combat medic in Iraq to Health SME in the State Partnership Program in Indonesia and the Philippines. Born in Maui, he holds a Bachelor of Education from the University of Hawaii at Manoa.

Key Words: #IMOA, #LeadershipStyle, #5Types,#BJJ, #BrazilianJiuJitsu,#leadership, #character

Works Cited

Lucas, G. (Director). (1977). Star Wars [Motion Picture].

Lucas, G. (Director). (1999). Star Wars: Episode I - The Phantom Menace. [Motion Picture].

Story, M. &. (2021, March 2). The 5 types of leaders. ATD. Retrieved from https://www.td.org/insights/the-5-types-of-leaders 

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[1] PME stands for Professional Military Education; this is a requirement for airmen to progress in their professional careers.

[2] (Lucas, 1977)

[3] (Lucas, 1999)

[4] Belt levelsin Brazilian Jiu Jitsu: The Ultimate Guide | BJJ Success

🎥 IMOA - Imagine Pacific Original Article: (VIDEO)🎥 "Ending the Stigmatic Role of the National Guard: A Call for Change"

🎥 IMOA - Imagine Pacific Original Article: (VIDEO)🎥

 "Ending the Stigmatic Role of the National Guard: A Call for Change"

🌄Introduction:

Experience the National Guard's transformation in a split-screen animation. Historical images seamlessly evolve into a contemporary force. It emphasizes key points, setting the stage for a compelling narrative.

📅 Evolution of the National Guard:

Depicting the National Guard's shift from a part-time reserve to a vibrant, dynamic force. Each era unfolds with representative imagery, narrating the Guard's evolution.

🦠The COVID-19 Pandemic:

The article portrays National Guard heroes in action during the pandemic - distributing vaccines, conducting tests, and aiding healthcare systems.

⚖️Challenges and Disparities:

Witness the disparities between active duty and National Guard benefits. Scales and side-by-side comparisons use animated elements to spotlight these differences clearly.

🔄Proposed Solutions:

Experience a paradigm shift advocating for reform of career status rules. Watch as positive change unfolds, echoing a brighter future for National Guard members.

🤝Conclusion and Call to Action:

The National Guard remains a ready and reliable operational force. A call to action is made with the need for change that will inevitably make the Guard more ready, reliable, and resilient. inevitably

 #StigmasErased,#equity,#operationalforce,#dynamic,#Evolution,#COVID-19,#NationalGuard,#DisasterResponse,#retirementsecurity,#IMOA,