Chuck Seligman, Ph.D., LPC

😡 I seriously dislike government clawbacks that happen so long in the past you can't even remember what its about! I remember I had been overpaid for a TDY and I was annoyed that finance was docking my next month's pay. In the article below, a 100% disability rated veteran was directed to pay back his separation pay over 30 years after the fact. https://lnkd.in/ganHtedd Even more horrifying is the VA decided to dock his entire disability compensation pay until the money was paid off without a discussion of a payback plan. Now let's talk about the #military healthcare system. Similar clawbacks are occurring to the provider network due to audits conducted years after the fact. In businesses which operate on slim margins already, what decision do you think they are faced with? I'll tell you the answer. They either have the ability to pay back and continue to serve the #military and #veteran communities they love, OR they drop TRICARE as an insurance they take. Less providers means less patients able to be seen for a medical or #mentalhealth service. Then the summer #PCS cycle rolls around and #militaryfamilies, particularly those with #EFMP and SNP enrolled individuals, are scrambling to get referrals placed and find a provider at the next installation. We wonder why there are so many issues with orders, compassionate reassignments, and decisions to geographically separate due to the #resourcegaslighting. To clarify, I am not trying to say that money isn't due. I'm saying they need to happen on a quicker timeline (which may not be possible), and the impact is more than simply the government recouping its money. In the example above, there may be one less provider in the network because of a technicality that could have been corrected easily. For those enrolled in the #Autism Care Demonstration, sadly this happens frequently for #ABA providers and is once again on the uptick. I sincerely hope these #exceptionalneeds families find services for their loved ones! #specialneeds #militaryspouse #militarychildren

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Exactly.. Very important

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#JUSTICEFORCE United States Marine Corps United States Department of Defense Answer me this? How was and is this invasion allowed to continue? 50 U.S. Code § 21 - Restraint, regulation, and removal Go ahead answer. I expected the oath and duty of the USMC flag officers and DoD Austin to be honored. Actually you are derelict of both. Only the armed forces have the resources to stop it yet it was allowed placing Legal Americans in harm's way including assault, rape and death of over 300,000 of my beloved Americans (Proven). Here Austin is the mission statement (propaganda?) from the DoD website.. "DoD: August 24, 2023 - The Department of Defense is America's largest government agency. Our mission is to provide the military forces needed to deter war and ensure our nation's security" Another note fellas. You should hope and prat the President Trump does NOT contact Lloyd Goodnow as I can assure all of you that the UCMJ, U.S. Codes and Rule of Law would be enforced. Read this fellas....Giving aid elsewhere..... 18 U.S. Code § 2381 Treason Whoever, owing allegiance to the United States, levies war against them or adheres to their enemies, giving them aid and comfort within the United States or elsewhere, is guilty of treason and shall suffer death, or shall be imprisoned not less than five years and fined under this title but not less than $10,000; and shall be incapable of holding any office under the United States.

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Tune in to the latest Military OneSource podcast to learn about common types of military relationship stress, how to strengthen bonds to create a more fulfilling relationship, and how to become the best version of yourself: https://lnkd.in/eXtUWvMf.

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Highlighting Sgt. Maj. Troy Black's Insights on Military Compensation In a recent discussion near the Pentagon, Sgt. Maj. Troy Black, the senior enlisted advisor to the Chairman of the Joint Chiefs of Staff, emphasized the growing challenges military personnel face in managing everyday expenses. Using simple props like remotes and water bottles, Black illustrated how essential costs such as phone bills, rent, and childcare impact enlisted members. As the Pentagon prepares for the upcoming Quadrennial Review of Military Compensation, Black shared his views on the need for pay increases and balancing modernization efforts with quality of life improvements. He highlighted the importance of understanding the evolving financial realities of service members and the need for adjustments to keep pace with cost of living. Black’s perspective underscores the vital need for continued support and empathy towards our military families. #MilitaryCompensation #MilitaryLife #SgtMajBlack #SupportOurTroops https://buff.ly/47nL8CL

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This is an important discussion, especially when shaping the perspectives of #leaders who currently serve. #Standards and their exemptions are set by the organization. Notably, standards are not a platonic #ideal, but have changed over time. For example, the 'high and tight' is a fairly young standard, when considering the age of the military services. It might be the only standard known by those in service, but it is not the only standard to have ever existed. Take a look to the past, and you quickly realize how 'unstandard' so many of our standards truly are. We could have the same discussion about #tattoos (a standard that seems to change every few years), the #PFT, the #CFT (which didn't exist when I first enlisted, but is now part of the shared memory of a generation of younger #Marines), and many other standards. As for grooming standards, it's also important to note that lawful exemptions to these standards - or checks made against them by legal challenges - are also that - lawful, something to account for when discussing good #order and #discipline. It's also worth digging into the utility of such standards. Did the British Army's allowance for its many colonial troops to groom or dress themselves in ways that respected their religious or cultural traditions degrade from their warfighting prowess? To the contrary, such formations were highly regarded for their #lethality and had sterling reputations as exceptional #warfighters. It's understandable that some want to defend the traditions they've always known, but when it comes to warfighting and the utility of standards, our approach must be sound, especially if #winning is the main effort. #ThinkFightWin

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If you want an example of abuse of the word "honor", look no further than this photo. Civilians who want to join the USAF attend Basic Training at Lackland AFB and those who go on to be Security Forces Airmen have their Tech School at the same base. This "hall of honor" is there. What do we notice? We notice that the colors display violates AFI 34-1201, which states ❌staffs in the same display are to be the same length. It also states that ❌flag spreaders are prohibited. ❌The national colors are lower than the org. ❌Wrong staffs. ❌Stands are to be silver. But, slap on the word "honor" and it covers a multitude of violations, right? ⚠️You'll be moving the POW to the far viewer's right after Memorial Day, right SF HQ? That's where it belongs the rest of the year except for the 5 holidays. I bet you thought this display was like flying it outdoors on a federally owned flagpole. It's not. Totally different protocol for an indoor colors display and an outside flag display. If anyone is going to start whining about how it's not the Airman's fault in the photo. No kidding. He's done a fine job in starting his USAF career. He just happens to be in the photo. Concentrate on the subject of the post. From recruiter @ssgtcormier • • • • • 🔆Education is 🔑! . 🔹Read your manuals! Download them free at the Resources page here: www.thedrillmaster.org . Prov 1:7b, Fools despise wisdom and instruction . 🔹https://lnkd.in/e6u7K8v2 . 🔹I educate, train, & certify cadets, military, judges, & 1st responders . 🔹Ask about a professional critique of your performance . 🔹If you choose to, you can learn more about D&C with my books on Ceremonial, Regulation, & Exhibition Drill: https://lnkd.in/ebVva2E . #honorguard #ceremonialguard #JROTC #AJROTC #MCJROTC #NJROTC #AFJROTC #SFJROTC #YoungMarines #CAP #CivilAirPatrol #SeaCadets

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OVERVIEW OF VA DISABILITY RATINGS: A COMPREHENSIVE PRIMER VA disability ratings play a crucial role in determining the benefits that veterans are eligible to receive for disabilities incurred or aggravated during military service. These ratings are designed to compensate veterans for the loss of civilian employability and quality of life caused by their service-connected conditions. Understanding the VA disability ratings system is the first step for veterans seeking compensation for service-related injuries or illnesses. WHAT ARE VA DISABILITY RATINGS? VA disability ratings are expressed as percentages, assigned in 10% increments, ranging from 0% to 100%. These percentages reflect the severity of a veteran’s service-connected condition and its impact on their ability to perform work and engage in daily activities. The higher the disability rating, the greater the compensation awarded to the veteran. THE PURPOSE OF VA DISABILITY RATINGS The primary purpose of VA disability ratings is to offer financial compensation to veterans who have suffered injuries, illnesses, or aggravations of pre-existing conditions due to their military service. These ratings acknowledge the economic loss experienced by veterans due to their service-connected disabilities. Compensation is not only a recognition of the sacrifices made by veterans but also a means to support their integration back into civilian life and to provide for their well-being. VA’S CRITERIA FOR RATING DISABILITIES The VA uses the Schedule for Rating Disabilities (VASRD) to determine the appropriate disability rating for a wide range of conditions. The VASRD categorizes conditions according to the body systems they affect and assigns diagnostic codes to each condition, along with criteria for assigning ratings based on severity. When evaluating a disability claim, the VA considers factors such as: The medical evidence provided by the veteran, including VA medical examinations and hospital records. The impact of the disability on the veteran’s ability to work. The veteran’s personal statements and reports from family members or friends about the condition’s impact. It’s important for veterans to provide comprehensive medical evidence and detailed accounts of how their disabilities affect their daily lives and employment capabilities. Read Full Blog Post Here: https://lnkd.in/e_bkNzsE

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At almost 50 years old, I found myself reporting for military peacekeeping duties. And I realized I didn't even know how to put on my uniform… Or holster my handgun properly! After 22 years out of service, my military knowledge was outdated, and my subordinates initially knew more than I did. Leading by expertise was not an option, so I had to lead by building strong relationships. I intuitively started practicing the cornerstones of Humble Leadership. I focused on building collaborative relationships with my team and across the entire peacekeeping force, investing heavily in social capital. I regularly sat down with each team member, with no agenda other than to learn more about them as individuals. These one-on-ones were crucial for building trust and ensuring we could rely on each other when challenges arose. When we deployed to Kosovo at the end of March 2017, we were short two key team members. My deputy commander and our Warrant Officer joined us at the last minute. These roles were mission-critical, and I had to establish trust and open communication quickly. I took them out for lunch to learn about their families, professional experiences, hobbies, passions, and expectations for our mission. This genuine interest helped us bond and build a strong foundation of trust. Throughout our mission, I maintained regular one-on-one meetings to check on their well-being and invite feedback on my performance as their leader. This approach enabled me to delegate effectively and empower my team. For instance, I tasked my deputy commander with leading a critical briefing to high-level peacekeeping force members while I was absent. Thanks to our collaborative relationship, she felt empowered to take on this crucial task and executed it exceptionally well. My leadership during the nine-month peacekeeping mission was far from perfect, and I made plenty of mistakes. However, my team proved to be highly adaptable, had a clear, shared purpose, and felt empowered to make front-line decisions. As a result, we fulfilled our mission to the fullest satisfaction of our commanders. At the end of our intense nine months together, several team members looked me in the eye and said: “With you, Captain—anytime again.” That is something I am incredibly proud of and attribute to the strong, collaborative relationships we built. Leading with Radical Humility doesn’t mean we can’t talk about our achievements. It means building a foundation of trust and collaboration that enables everyone to succeed. The irony of me bragging about my own humility isn’t lost on me. But I believe it’s important to share the power of leading with humility and the incredible results it can achieve.

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Yes-Men Kill Progress U.S. Marine Corps Commandant David M. Shoup once told his staff: "You who have disagreed with me have been most helpful. A commander can't reap the benefits of hearing different viewpoints if he has a 'yes' staff." He's right. Yes-men are useless. They're worse than useless. They're dangerous. Here's why: 1. They stifle innovation. When everyone agrees, no one thinks. 2. They let bad ideas fester. Unchallenged assumptions lead to costly mistakes. 3. They create false confidence. Leaders surrounded by yes-men often make poor decisions, thinking they're infallible. 4. They kill morale. Real talent leaves when their ideas are constantly ignored. Yet, one-third of bosses can’t take criticism, and one-third don't know whether to tell the boss what they ought to hear or what they want to hear. This is a problem. A big one. Some companies claim they want open expression. One president I know even joked, "We want our middle management people to feel free to speak their minds, even if it costs them their jobs." But that's not funny. It's tragic. It's also bad business. So what's the solution? It's not blind agreement. It's not being the "Abominable No-man" either. Both are revenue killers as well as career killers. If you are a boss, learn how to take criticism. If you are an employee, learn to disagree productively. Here's how: • Present data, not opinions. • Facts are harder to dismiss than feelings. • Offer alternatives, not just criticism. Don't just point out problems. Suggest solutions. • Focus on company goals, not personal preferences. Show how your idea aligns with the bigger picture. • Time your disagreements wisely. Not every hill is worth dying on. Choose your battles. • Be respectful, always. Disagree with ideas, not people. A team of yes-men is no team at all. It's an echo chamber. And echo chambers don't innovate. They don't grow. They don't succeed. Your company needs your leadership, but it also needs your employee's voices—their honest, respectful, fact-based voice. Let them speak up and disagree productively. Your company depends on it.

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A 51Cs work often goes unnoticed so I want to take the time to recognize one of my Soldiers who arrived to my Battalion and volunteered to deploy to support CENTCOM operations. SFC Shockley CONDET A, 902nd CBn A 51C Supporting the Sustainment Warfighter Function SFC Shockley forward deployed with the 408th CSB in Kuwait, recently demonstrated the agility and expertise of the Army Acquisition Corps. Faced with the challenge of enabling aid for Gaza and supporting JLOTS (Joint Logistics Over-the-Shore Transfer System) recovery operations, she leveraged the capabilities of AFARS Appendix EE to expedite the process. Identified the Need: She recognized the urgent requirement for aid in Gaza and support for JLOTS operations. AFARS Appendix EE Expertise: She expertly applied the capabilities outlined in AFARS Appendix EE, a section of the Federal Acquisition Regulation Supplement that streamlines contracting procedures in contingency situations. This capability allowed her to become a warranted card holder with the ability to make purchases up to $1.5MIL Procurement for Gaza Aid: By utilizing Appendix EE, SFC Shockley was able to swiftly procure the necessary supplies and services for Gaza relief efforts. JLOTS Support: Her efforts also ensured the timely procurement of resources required for JLOTS, a critical function in ensuring the smooth flow of supplies for Army and Joint operations. The Role of a 51C SFC Shockley’s actions highlight the vital role 51Cs play in the Sustainment Warfighter Function. As contracting specialists, they work tirelessly behind the scenes to: Secure Essential Goods and Services: 51Cs ensure the Army has the resources it needs to operate, from food and fuel to medical supplies and equipment. Streamline Processes: Their expertise in contracting regulations and procedures allows them to identify and leverage efficiencies, like those found in AFARS Appendix EE. Support Army and Joint Operations: By enabling the procurement of critical supplies and services 51Cs directly contribute to the success of Army and Joint missions across the globe. Conclusion SFC Shockley’s efforts in Israel exemplify the dedication and skill of the Army Acquisition Corps. Her ability to leverage AFARS Appendix EE demonstrates the essential role 51Cs play in enabling the Sustainment Warfighter Function to support Army and Joint operations. Katharine Shockley #wineveryday #contractingforsoldiers #multifunctionalNCO

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Filing VA Claims: No Limit on Conditions Veterans often ask me if there is a limit to the number of conditions they can file on their VA claim. Some veterans have even mentioned that other VSOs have told them there is a limit. However, the truth is that the number of conditions you can file on your claim is unlimited. If you believe you have multiple service-connected conditions, you can and should include each when you file. • No Cap on Conditions: Whether you are dealing with physical injuries, long-term illnesses, or mental health conditions linked to your military service, the VA allows you to list every condition. This is important because your health and well-being are multifaceted, and each issue you’re experiencing deserves to be addressed. • Time and Preparation: It’s crucial to understand that the more conditions you include in your claim, the more time and effort it will take to prepare. Each condition requires detailed, strong supporting evidence, such as medical records, service treatment records, and personal statements. This evidence must demonstrate how each condition is connected to your military service. • Complexity of Evidence: As the number of conditions increases, the complexity of the claim can grow significantly. Preparing a comprehensive claim takes careful documentation and organization. Each condition must be backed by robust evidence, and the process can be challenging to manage independently. The key is to ensure that all your conditions are adequately documented and supported, as this will improve your chances of a favorable outcome. Filing for multiple conditions might seem overwhelming, but don’t let that stop you from pursuing the benefits you deserve. Take the time to gather the necessary evidence and work closely with your VSO or representative to strengthen your claim. Your service matters and your health deserves the thorough attention it requires.

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VA OIG makes reports to Congress: Strange I hear no difference than the previous reports I've heard. Again the findings will make you angry and sick - VA Leadership Examination - Bonus Blunder: Examining VA's Improper Decision to Award Senior Executives Millions in Incentives - Is The Veterans Benefits Administration Properly Processing and Deciding Veterans' Claims? - The Continuity of Care: Assessing the Structure of VA’s Healthcare Network - A Call to Action: Meeting the Needs of the Spinal Cord Injury and Disorders (SCI/D) Veteran Community - Caring for All Who Have Borne the Battle: Ensuring Equity for Women Veterans at VA - Hearing on EHR Modernization Deep Dive: Can the Oracle Pharmacy Software be Made Safe and Effective? - Hearing on “Is VA Illegally Spending Taxpayer Dollars in its Compensation and Pension Programs?” - Hearing on Vet Centers: Supporting The Mental Health Needs of Servicemembers, Veterans, and Their Families - Hearing on Background Checks: Are VA's HR Failures Risking Drug Abuse and Harm? https://lnkd.in/gKVcTYnB

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Nick Harrison RHIP is a leadership opportunity. You identify old school leadership. It was thousand times worse in my day. Officers felt elite and pushed Rank Has It's Privileges, until a small of them felt otherwise and made changes. They placed the Private in front of the chow line, they made sure they had care. They outlawed the swagger stick. In short, leadership stepped up, not 100%. Your narrative does highlight the fact that requires exposure so those officers stuck in the past needs to be held accountable on be the leader that places the subordinate in front of the line. Based on your experience, have you ever met a leader that places the subordinate in front of the line? Great post, we all MUST hold leadership accountable FULL STOP! Courage is the leadership opportunity.

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Former Representative @tulsigabbard shared this photo of the Drill Sgt color guard at Ft Sill (OK) but not everything is "OK" with this team. ℹ️AR 840-10 states that organizational sized colors, 3'x4', can be mounted on 8' or 9'6" staffs. 👉This is why AJROTC color guards use the longer staffs and smaller colors. ℹ️It also states in paragraph 8-1 c. That flagstaffs for all flags in a display will be the same length. The wording here leads one to believe it's *only* for a display, since it says "display" and does not add the word "carried" (see the note below) for a color guard, why would a display with two different length of flagstaff be wrong and not a color guard? Honestly, the two staff lengths looks bad here, like they just had to make-do. 👉Note for the AR editors for the next edition. ℹ️Just an FYI on the size of colors. AR 840-10 states in paragraph 2-3 b. That national flags will be the same size *or larger* than other flags displayed or carried at the same time. That means the largest color that can be carried is 4'4"x5'6" and all others will either be the same size or 3'x4'. But! The TC states that the AJROTC institutional color MUST be carried with the 3'x4' US. ℹ️TC 3-21.5 states an Army color guard firms and marches at ❌Close Interval only. ❌Guards, Right Shoulder is the same for all rifle platforms. The elbow forms a 45-degree angle with forearm horizontal. What you're doing here is almost the position of Order for the new M4 series rifle, but the magazine well would be pointing forward. 🔆Education is 🔑! . 🔹Read your manuals! Download them free at the Resources page here: www.thedrillmaster.org . Prov 1:7b, Fools despise wisdom and instruction . 🔹https://lnkd.in/e6u7K8v2 . 🔹I educate, train, & certify cadets, military, judges, & 1st responders . 🔹Ask about a professional critique of your performance . 🔹If you choose to, you can learn more about D&C with my books on Ceremonial, Regulation, & Exhibition Drill: https://lnkd.in/ebVva2E

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