I remember a lieutenant telling me during my midshipmen cruise that being a division officer was kind of like coaching a baseball team without knowing how to play baseball. He was trying to tell me that Navy leaders were general managers, expected to lead organizations and people in almost any field and circumstance. How right he was.
Many of us in uniform take great pride in being able to go anywhere, do anything, and deliver with alacrity and excellence. We are confident our finely honed general management skills will continue to be in great demand by the military and, when the time comes, the corporate world. Unfortunately, this is a potentially outdated assumption. Many companies fear that military people, although good leaders, lack the business savvy to contribute immediately.