Maquiladora in Downtown El Paso

In 2006, My family and I relocated to El Paso, Texas. At first I had difficulty finding a job in distribution/fulfillment/e-commerce. In order to support the family, I took a temp job running the receiving department for a company that manufactured server racks in Santa Teresa, New Mexico. I was making minimum wage (a huge pay cut from what my family and I were accustomed), but by paying off bills, and reducing monthly expenses we made it work. By the way, the organization took me on because they had difficulty finding someone with SAP experience–although I did have to convince them that I knew what I was doing. Lucky for me, I started my career in the Dotcoms of the 90s, so I had experience with SAP implementation and staff training.

I enjoyed the job–it was a swing shift position, but I enjoyed the camaraderie of my coworkers. I purchased a 4×4 Chevy Blazer and that made ride home enjoyable. Once my shift was over, I sat behind the driver seat, put on my black cowboy hat, started my car, and drove the dark dessert rode home. I was blasting country music–the only thing on the radio. It turned out to be a nice competition to see who reached El Paso first. I truly enjoyed the drive.

Before starting this job, I applied at various organizations, so I did eventually find a better paying job running HSSE for a manufacturer in downtown El Paso–it was a multi-plant operation.

I was excited to positively contribute to the well being and safety of the organization’s workforce. I was excited to no longer be making minimum wage. I sat in my office in the morning, turned on my computer, poured a cup of coffee then began my morning by walking the main facility. I loved greeting the employees when they reported to work, checking in with the security officers to see what was reported in the log books from the night before.

The company made blue jeans for larger well known brands–like The Gap (this is important later).

I soon found out that the company had had an explosion and fire before I moved to El Paso–luckily, no one was hurt with that explosion. As a consequence OSHA was frequently inspecting the site. also started to realize that the HSSE role was there as a show and was not a role that was truly valued nor supported by the organization. The intent of the company was not to resolve issues nor mitigate possible injuries, but rather to make it difficult for employees who got injured or wanted to discuss deficiencies. Nonetheless, I was determined to make changes and positively impact the organization.

I recall the first time someone got injured I was reproached for documenting it instead of encouraging the employee to just get back to work. I believe the company got away with it’s tactics because it’s workforce was made up mostly of Mexican nationals who legally crossed the border every morning to come to work.

Flammable

As I was leaving to lunch one afternoon, I looked left towards the chemical storage area of the facility. I was already at the main entrance and I continued to walk out and making a mental note to visit the area upon returning from lunch. I stepped outside, but I kept getting a feeling that I truly needed to check that area. I turned around, walked back into the facility, and made my way into the chemical storage area.

When I walked through the plastic curtains that separated the area from the rest of the plant, I saw a maintenance technician getting ready to start a welding torch next to a large chemical container with labels on it identifying the contents as highly flammable and to keep away from flames. He was right next to it.

I informed him that the situation was not safe and that I need him to please move to a safer and more distant spot. He very sternly replied that I was not his boss and that he had a job to do, and that he was going to do it. I showed him the labels and explained the severity of the situation, but he was undeterred. Finally, I explained to him that he may not be concerned for his safety, but that I was concerned for the safety of his colleagues. I asked him to wait until I evacuated the area before he continued. He looked at me, looked at his colleagues who began to leave and reconsidered. He picked up his equipment and went somewhere safer to complete his task.

Wrinkly Jeans

On another day, I was walking the area where they create the distressed or wrinkle look on jeans. The process entailed placing jeans on a mannequin then spraying the jeans with a resin to create the look. The area was a separate enclosed room with many mannequins lined up next to each other with glass walls so that people passing by can look in. I looked in and realized that no one is wearing safety glasses, gloves, respirators, nor safety suits. I am immediately concerned, walk in, and stop production.

I inform the team that they need to wear full suits and gloves to prevent spraying on their skin, that they need to wear respirators so that they do not breathe in the chemical, and that they need to wear safety glasses to protect their eyes. I informed them that they are in close proximity to each other and that they can spray one another by accident. The employees put on the PPE I required, so I move on to another section of the facility.

The next morning I come in, and I am informed that everyone took the PPE off after I left. I am also informed that one of the employees working in that area was sprayed in the eye with resin and he had to be rushed to the emergency room.

Wrinkly Too

On a separate day, I walked into another station where ladies were lined up at ironing stations. Their job is to put jeans on the device, spray resin on the jean, and press a hot iron onto the jeans. As I walk by I notice that they are not wearing, safety glasses, gloves, nor masks. I mention that they should wear them and I begin to listen to complains about how uncomfortable PPE is. As I walk away, I chemist who happens to work at the plant tells me that he is happy to hear what I did. He said he was always concerned that they do not wear appropriate PPE. He continues to tell me that that resin at high temperatures is a carcinogen.

The next day I walk into the same area and no one is wearing their PPE. I speak to the department head who informs me that buying PPE is too costly. He said he’d consider it if the employees can reuse the same gloves and face masks so that his cost does not increase.

24 Hour Shifts

As I was making my rounds one morning, I walked into the area full of sewing machines and saw a group of ladies who I said hello to the day before. i don’t know why I noticed it, but I noticed that they were wearing the same clothes as the day before. I walked over and said hello and asked how they were doing. They replied that they were tired from their long shift. I was a bit surprised because I saw them yesterday and said that they’re sift just started. They told me they had yet to leave and had worked a 24 hour shift. Another lady replied that she was on 26 hours.

I was shocked. I went to their boss and asked it that is possible and he replied that it was true. I then went to HR to find out why we have employees working such long shifts. I mentioned that that cannot be good, and how is that even legal. I was told that no laws were broken. I was also told not to worry because they weren’t going to get overtime pay because they’d only be allowed to work 40 hours. I mentioned that I wasn’t worried about the overtime pay rather their health and well being. How can it be safe for anyone to work 24 to 26 hours sitting behind a sewing machine. Again I was told the company did nothing illegal.

At this point, I knew the practice of having employees work shifts this long was antithetical to everything I learned and was taught about leadership. I had to do something. I went directly to the owners to plea my case, but I was met with the same stance that the organization did nothing wrong. By this point though, I knew the company was acting contrary to clauses within the contract they had with The Gap. The contract clearly prohibited such actions and enumerated the maximum number of hours an employee can work daily and weekly (including overtime). Ultimately, The Gap did not want to be working with sweatshops and expose workers to unsafe conditions. I brought this up to HR and the owners and was told that that is why they have employees carry two timecards–one for regular hours and one for anything beyond the specified number of hours in a day or week. If the company gets audited they just hide the second timecard and as far as the clients know they are always compliant.

Ambivalence

I did what I thought was right. After my appeals failed, I called The Gap and informed them of the work practices along with how they bypass any client audits. I then submitted my resignation effective immediately. I couldn’t help but have mixed feelings about the whole thing as I drove away in my Chevy Blazer. Was there anything else I could have done? Will the employees coming over from Mexico be okay? Oh, and then there is the matter of not having a job.

Lucky for me, I received a call about a job with Canutillo Independent School District.

March 31, 2021 0

Hell in a Helmet

I don’t remember the exact date but it was in early 1992 when we were ready to finish school of infantry (SOI) that I received my orders. Up until this point, I had been accustomed to familiar faces and names of individuals with whom I went through boot camp, Marine Combat Training (MCT), and SOI, but as everyone received their orders, it dawned on me that the group of Marines with whom I became friends would no longer be together.

I received orders to report to 2nd Battalion 9th Marines in Camp Mateo–the northern most point within Camp Pendleton neighboring San Clemente. Although I was the only one going to 2/9 from my group of friends, others in our SOI class were also going to 2/9, and stories soon started to circulate.

The 9th Marines lost their colors in Vietnam because they were overrun by the VC and many died. I heard the stories about the 1/9 who earned the title the Walking Dead–they got overrun and had to call arty on their own pos and when it was all over only ten Marines survived, as a side note I got to meet one of the ten survivors later in life. I was never certain how the 9th regiment ended up losing their colors as a whole but they did. The regiment was split up and 2/9 was now a battalion of the 5th Marines.

I soon heard stories that 2/9 was now a battalion made of misfits, troublemakers, and former gang members. 2/9’s budget was never enough and to make matters worse 2/9 gets the left overs scraps that the 5th Marines doesn’t want–that’s the reason 2/9 still had Vietnam era gear. I don’t know if any of that was true but at the time it was quite a story.

I don’t vividly remember reporting into 2/9. The experience is a blur except for wearing my alphas then going over to the barracks. The drive to 2/9 wasn’t far–it was a short drive to Camp Mateo from SOI, one exit south of San Clemente off the 5. I was now a fleet Marine with Echo 2/9 Weapons Platoon machine gun section.

Welcome to the Fleet

I don’t know how long it took after we arrived but I remember seeing Marines running in the barracks hallway and looking for places to hide. I was hanging out with another Marine who told me to follow him and run. We ran to his car where he locked the doors. He told me that they are looking for the Marines new to the fleet and fresh out of SOI to initiate them.

The initiation ritual involved many Marines holding down the new Marine and pulling up their t-shirt while the rest of the platoon (or section) uses the thickest sandals available to repeatedly beat on their stomach. Before they were done, they were covered in hot sauce. He told me that they’ll keep looking for the new Marines until they’re all initiated.

I’m not sure if it was just pragmatism on my part, I certainly wasn’t trying to be brave or make a point, but one thing for sure is that I did not want to keep running for days nor did I feel like hiding. So, I stepped out of the car walked into the barracks and made my way towards the Marines. They had just finished initiating another Marine whose belly was completely red. They looked at me and ran to get me. When they grabbed me I told them to go ahead that I just wanted them to get it over with. They looked disappointed then one of them yelled, “there’s another!” They left me alone. They did eventually catch the Marine who hid in his car.

There were so many initiation rituals. The first time you go to the field was another, and I remember a lieutenant getting initiated in the field. Sometimes though it was just boredom that led to aggressive play–it’s tradition.

the result of not being aware of my surroundings, alone with another section

Shortly after, a Marine, in another company (I can’t remember if it was Fox or Golf), was initiated and we all heard about it–the Marine’s father was a general and some had to pay. Suddenly there were talks about hazing and how The Corps does not condone that and so on. We could tell the officers were shaken–not by the incident but that a general was involved. The whole thing was a dog and pony, and everything went back to normal after some time.

We put in a lot of field time, a lot of training. I liked being out in the field except when it was cold. I liked running with a team, setting up the machine gun, going on patrols with the 11s. Garrison was fun too especially when we would get bored and look for something to do. There was a lot of wresting, and displays of agrro with usually one section going after another. I was sitting in a room watching TV once when I didn’t realize I was alone in a room full of members of another section that eventually led to me getting hog tied. That led to us trying to capture one of theirs.

Training

We did get some good training. The word we received is that the 5th Marines were not willing or did not have the funds to give to 2/9 for good training so our battalion CO figured out an ingenious way to get us training. We went to Fort Hunter Ligget. He volunteered our battalion to participate in an exercise where the Army was testing out new tank equipment. The Army got a grunt unit to go against and 2/9 well we got a chance to train in the cold mountainous terrain going against tank units–Marine grunts do not use sleeping bags, but we used them that time.

The same thing happened in 29 Palms. The battalion CO sent us there to train. As luck would have it the 5th Marines did not have or couldn’t provide funds so we ate 3/1’s chow. 3/1 didn’t like it much, but we ate. There was a big fight while we were there that Scrappy started, but that is another story.

Looking Back

Looking back on my experience and how the CO adapted to the situation he was handed to ultimately get us training, I took a lot from that. I learned a lot from that. I learned how to look at the objective and figure out how to get there. I learned that there are many ways to accomplish what you need to accomplish. Those lessons have served me well from impetuously moving to Sacramento the day after I got out of The Corps without a job, without housing, and without family to moving to Argentina knowing that I was embarrassed of my Spanish when I first got there, and not knowing anyone when I got there.

I no longer believe the stories that the battalion was made up of misfits and troublemakers. How could it be? I was in it and so were many of the Marines who became my friends: Pangan, Huang, Ponyboy, Scrappy, Bunny, Dorscher…

March 14, 2021 0

Don’t act like a Marine

“Don’t act like a Marine.” I am paraphrasing the best piece of advice I received by my then boss, and mentor Jon Oka.

How Marines Grunts Perceived

Bossy, loud, obnoxious, and lacking emotion. Speaking about veterans in general, “they’re seen as doers, people who can sort of take action and get things done, but the consequences of that is people see them as sort of less feeling, having less emotion,” said Dr. Steven Shepherd, a marketing professor at Oklahoma State University speaking to Richard Sisk writing for Military.com.

Here are a some more stereotypes I have heard regarding the military in general:

they can lead when their direct reports are obligated to do so but leading in the civilian world is not the same as leading in the military.
Prior service members do not know how to take initiative.
The military makes robots

A year after getting out of the Marine Corps, I started working for Jon leading a team tasked with replenishment, reverse logistics, inventory control, inventory maintenance, and customer service. I did a good job monitoring metrics and making sure that we met them and take corrective action when possible deviation was detected.

I was focused on the mission and like a good Marine I took care of my team—making sure they had what they needed to get the job done. All lessons I learned from the Corps. I also picked up the habit of being direct, to the point, and assertive. The truth is I fit the stereotype of a Unites States Marine grunt.

In the fleet, grunts follow orders—swift, immediate obedience to orders. What is a grunt? A grunt is the infantryman whether in the Army or the Corps. Grunts are the ground stompers at the frontline everyone else is support. There is room for initiative, swift thinking, and on the go decision-making necessary for successful small unit tactics that is another story.

I was good at barking orders and making sure they were followed. One day Jon approached me and had a one-on-one with me. He told me that I was good at organizing, planning, and controlling, but that was not enough. He gave me some advice. He said that if I wanted to be a leader higher up in the chain of command that I would have to develop soft skills especially the ability to use diplomacy and navigate corporate politics. He said that without that skill I would be successful, but that he did not see me leaving the supervisory or frontline management ranks. Act less like a Marine

Fast forward to 2015, I was in my office when the Director of HR walked into my office and said that heard that I was a veteran. When I responded that I was, he said that I must have been in the Air Force. I responded that I served in the Marine Corps. He returned that I must have been an officer to which I replied that I was enlisted. He then said I must have worked supply. I replied that I was an infantryman. He then stated that I must never have been sent anywhere were someone was shooting at me to which I replied that I had. He shook his head in disbelief. The point I did not fit his notion (stereotype) of a Marine.

I have read some posts refuting the stereotypes. My interactions with sailors, airmen, and some soldiers in San Antonio have taught me that in fact that stereotype does not hold true—the caveat to all servicemembers. I have interacted with Marine Corps and Army grunts for whom the stereotype of lacking tact and IE/EQ holds true—I was one of them.

Of course, this advice is geared toward those already employed. My intent in this post is not to address the obstacles in gaining employment of which there are many articles already written. I will write about some traits inherent in Marine Corps’ grunts.

Marines run toward the sound of chaos

I cannot count how many times I have heard the saying Marines run toward the sound of chaos/Marines round toward the sound of gunfire. Well, in my case both are true, the latter in a literal sense as rounds were aimed at us, and I have run toward chaos ever since leaving active duty.

I have made my career running toward organizations whose divisions or business units are in distress, running at financial loss, or have toxic cultures that need to me addressed. Where others may have run away and preferred a turnkey operation with opportunities for nominal improvement, I have thrived while keeping a cool head, and bringing up morale. I have been called the fix it guy more than once.

My wife once told me something shocking. She called me the fix it guy then added that what makes me different is that while other fix it guys are known for coming in and firing staff, I go in work with existing teams, develop them, and via influence get their buy in for my vision of how the operation will run.

Small Unit Tactics

Isn’t that what Marine squads do? We cannot choose who is assigned to our squads. We must train our teams to eliminate deficiencies and perform at optimal efficiency—all those gun drills. Marines sharpen their skills and develop teams. The belief that Marines follow orders and cannot think for themselves is a fallacy.

Marines have been operating in small units with independence and autonomy since November 10, 1775. They operate in small units with a high probability of injury or death, (my MOS had a 6 to 10 second life expectancy) someone always must be ready to step in, to think on their feet as the situation unfolds. We were able to make decisions as long as the mission objectives were met.

I have plenty of examples where I made the call for high risk decisions that others before me were scared to make. One example that comes to mind is when I took over an operation that was losing money. After analyzing the situation, I made the call to give the staff a 16% wage increase. The operation was paying below market rate and was experiencing high turnover. Because of the high turnover, labor was being supplemented via a temp agency at a cost of a 35% markup. I took a calculated risk that increasing wages would reduce turnover thus eliminating the need for temp labor.

The leadership team that reported to me said it was a crazy idea. How can I increase cost when we’re already losing money? My tactic worked, and I was able to return an annual 84K USD back to my P&L that would have been margin paid to temp agencies. My mission was to get the operation back into the profitability.

Mission Focused

Leading teams during difficult times requires focus, determination, tenacity, and the ability to navigate ambiguity. This is the case in business as it is in a combat environment. In both situations, the rules of engagement are not clear and/or are constantly changing. Irrespective of what difficulties pop up, situational awareness is necessary in order to navigate through and around obstacles while reaching mission objectives.

My Advice to Marine grunts is learn the soft skills, learn about emotional intelligence, and get a mentor. Be proud of being a Marine, act like a Marine—adapt and lead.

November 10, 2019 0

…start considering those who have high potential, not just top performers

The title of this post is takien directly from HBR’s Hire Leaders for What They Can Do, Not What They Have Done. Josh Bersin and Tomas Chamorro-Premuzic recommended three questions to help determine whether you’re considering the right peron:

Does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader?
Can I really trust this candidate’s individual performance measures?
Am I looking forward or backward?

My point is not to summarize the article (the link is above), but to highlight an individual who this made me think of, Jennifer Ruiz, FMP, SFP and take a moment to brag about her and how lucky I was to have worked with her.

I met Jennifer when I was recruited to help guide the operation through change.

The operation I took over was part of a legacy team from a 2007 acquisition that after several years was resistant to change, and was not aligned to the organization’s mission and vision.

Jennifer joined the organization 2011, and after some time in the corporate office decided to transfer to operations in early 2015. She was welcomed into the operations team, but was relegated to the status of junior member who had to prove her worth to the team because of her lack of operational experience. For some reason, her lack of experience was the first thing that was brought up in discussion regarding opportunities for Jennifer–yet I never heard efforts to help her gain experience.

When a leadership role opened up reporting directly to me, I interviewed several people who were recommended by the senior leaders reporting to me. There was nothing wrong with them, in fact they had many years of experience in facility services, and many years with the company, they new the local market, and intimate knowledge of our clients. I also saw that they were being recommended because of their past performance and success.

I also knew that the individuals who were being recommended did not have working MS Excel knowledge, could not read a P&L, and were apprehensive about taking initiative and making a call. I knew that the organization was changing and the aforementioned skills were vital to future plans.

Jennifer did not have the many years of facility service experience, but she can dole out a spreadsheet in seconds, she has an accounting background so she knows a P&L. She was in the procurement department so I can trust her to read a contract. She is also a former teacher so she can present in front of customers, employees, and colleagues, and teach/coach her team.

I promoted Jennifer and did not regret it. She exceeded my expectations and continues to amaze me. In addition to successfully running her account, she sits on the board for the San Antonio Chapter of IFMA where she is chair of Professional Development. She is also on the board for Prospanica San Antonio. She does all that while being a mother to her daughter and wife to Dr. Ruiz.

I don’t know how many times I have had someone ask me how is Jennifer able to be everywhere all the time. Well, let that be a testament to her organizational skills and ability to prioritize effectively.

Rounding this back, I have to ask myself the questions with which I started this post:

Did Jennifer have the skills to be a high-performing contributor or the skills to be an effective leader?
Can I really trust Jennifer’s individual performance measures?
Am I looking forward or backward?

I have not had one regret promoting Jennifer, and I see great things in store for for her in the future.

October 14, 2019 0