1. Team Leader Training The Shipped Out Report
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2. The Shipped Out Report
You have a stack of reports from researchers that need feedback. Unfortunately, the timing couldn’t be worse for you. You are so busy, you really don’t have time for more than a quick once-over of the reports. You need a plan, so you decide to set aside a little time each day for a report. You are already stretched very thin, but you decide that this approach just might work. You also decide to spend a bit more time on reports from researchers whose work has historically needed more editing. At the end of the week, you are drained and well behind schedule as you were sidetracked with a tight suspense. One of the remaining reports really has to go out now, so you give it a quick once-over and send it along to your chief. The chief is in a similar boat, doesn’t have much time, and approves the report for submission. The RPM and MSO personnel also passed it along. About 60 days later you get a call from one of the LTCs you interviewed for the project saying that your contractors had told her this was a not- for-attribution project, and now she sees her name along with her comments in the report and it’s wide open on the DTIC website for the world to see. She’s worried about how this will affect her upcoming promotion, and she’s mad as a hornet.

3. Q1. What do you tell the LTC while she’s on the phone?
Question & Answer Session
Q1. What do you tell the LTC while she’s on the phone?

4. Q2. After you hang up, what are the next three things you do?
Question & Answer Session
Q2. After you hang up, what are the next three things you do?

5. Question & Answer Session
Q3. When you have time to look back and analyze the situation, who dropped the ball? A) Contractor B) Researcher C) You D) The chief E) The admin assistant

6. Q4. What can you do to fix this situation?
Question & Answer Session
Q4. What can you do to fix this situation?

7. Question & Answer Session
Q5. When your chief puts you in charge of making sure this never happens again, what process do you put in place?

8. Lessons Learned, Slide 1 of 2
When you have time to look back and analyze the situation, who dropped the ball?
A) Contractor
B) Researcher
C) You
D) The chief
E) The admin assistant
Answer: C, you did. You are the quality assurance person for your team, and you need to have the mindset that the buck stops with you. You are the highest ranking person in the chain who has all the necessary information to make the recommendation that this be published. The COR works for you, you’ve approved the HUC package, and in this situation you knew that the interviews were not for attribution. You read the report and saw the names of the interviewees. Sure, others could have asked more questions, but you need to own the responsibility for your team members’ work. Once it leaves your hands, you have vouched for its quality.

9. Lessons Learned, Slide 2 of 2
You can’t hang onto reports forever, micro-reviewing in fear of making a mistake, otherwise the information will be out of date and possibly useless.
You can’t close your eyes and push the paper into the next inbox with immunity. You are responsible for what you recommend.
Identify the possible unique aspects or potential risks in projects early on and keep whatever notes you need as reminders – in this case not-for-attribution should have been on your mind when you were reading the report or approving any briefings.
Themes
Accepting Responsibility; Conflict Management