In Jeff Henderson's book "For," he outlines two central questions that can be essential for military members in transition, what do you (or an organization) want to be known for? And second question, what are you (or the organization) actually known for? During planning for transition, the second question should be easy for any military member to answer. A military member is known for their skill set -- a logistician, a security forces professional, a pilot, an infantryman, etc. Knowing their skill set helps define the individual. But just because you were a logistician in the military, doesn't mean that is what you want to be in your next career.

As you consider your transition, I encourage you to do two things.

1. Make a list of all the additional skills that are needed to perform your primary job. As a security forces professional, you leverage communications skills, personal interactions, defensive driving, etc. As you make your listing, be sure to think about a concrete example that supports your assessment.
2. Make a 2x2 grid with 4 blocks. At the top of the page label one column what I want to do, and the other, what I don't want to do. For the two rows, label one row what I am good at, and the second row, what I am not good at. Then fill in the squares. Have some fun, sometimes the most important action in a job search is deciding what you don't want to do even if you are good at it (making hospital corners when making beds comes to mind for me). When you filled in the grid does something excite you? Is there something you enjoy but are not good at? Then I encourage you to do some evaluated practice -- is this just a hobby, or do you want to make it a vocation? Josh Kaufman's The First 20 Hours TED Talk does a nice job of exploring this concept, and initial mastery is not as difficult as you might think.

Equally important, a volunteer military member should be known for embracing and demonstrating core values. Military members join a profession of arms, a profession which requires continual sharpening of skills and practicing core tenets to accomplish the mission. In the Air Force, members are expected to act with integrity, serve others, and produce excellence. Regardless of your branch of service, these core values make up who you are and more importantly what you are 'for.' You want to be known for certain core values, so find an organization that embraces your core values. Therefore, it is essential that you communicate your commitment to and expectation of those core values to future employers.

The first question to address from Henderson's book 'What do you want to be known for?' can take a little more effort. Many readers may remember studying the Johari Window in professional military education. As a quick review, the Johari window consists of 4 connected squares (again a 2x2 matrix), addressing what we know and don't know about ourselves and intersecting that with what others know and don't know about us.

The key is to make our arena (what we know, and others know) as big as practical. In our case, let's turn our focus to another square. One key facet of the Johari Window specifically, and emotional intelligence in general, addresses the area called the blind spot, what others know about us, but we don't know about ourselves. The classic example is having lettuce stuck in our teeth -- we don't know it, but others can see it. When asking the question "what are we known for?" we need to find people who have the backbone to be "lettuce tellers." To help us identify our blind spots. Far too often, leaders are surrounded by people who serve more as an echo chamber than a sharpening stone. Search out those people who will give you honest feedback. Don't give undue credence to your citations or performance evaluations. Find those who will help you find, see, and shrink your blind spots and understand what you are really known for.

Finally, assess if there is a gap between what you are known for and what you want to be known for. One practical way that I have found effective is very simple. Ask yourself what you want to improve on, identify the actionable parts, and implement an improvement plan. For instance, if you think you are a good writer but are told your writing is sub-par, identify a mentor, read good writing samples, and write. The saying that "practice makes perfect" is wrong, evaluated practice is key.

If you decide what you want to be known for and evaluate what you are actually known for and work on any gaps between the two, you will be ready for transition. And while transition can be challenging, you will be rest assured that you are indeed ready for the challenge.

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Job Search Advice Veterans Academic Success Working as a Veteran in HigherEd

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