“Danger Close”

    Direct fire weapons systems rely on line-of-sight.  For example, a rifle, machine gun, anti-armor rocket, or tank main gun are all direct fire weapons.  A soldier sees the target and sends a projectile directly towards it.

    On the other hand, indirect fire weapons are those that do not rely on line-of-sight of the target for their deployment.

    Think of mortars, artillery, naval gunfire, and (maybe) close air support – these are all considered indirect fires. 

    Simply put - think of indirect fires as someone lobbing an explosive up in the air and down on the bad guys.

    Often, the troops carrying out these missions do not see the enemy.  They fire their weapons at the request of the troops who are engaged.  The coordination around this is actually pretty impressive, but beyond my capacity to explain. 

    Suffice to say that you can call someone who is miles away on the radio, give them coordinates for your target and your direction of observation, and they (the battery) are able to do calculations to figure out which direction and angle to aim their guns. 

    The most basic fire mission is the “adjust fire” mission, where the battery will launch one round at a time, to be walked onto the target.  The observer will make corrections (up, down, left, right) until the battery is able to get around in the desired location.  At this point, the observer requests a “fire for effect,” and every gun in the battery opens up on the target.  This mission can be repeated until the target is subdued.

    Sometimes, munitions may be dropped close enough to endanger friendly forces.  In this scenario, the forces requesting the fire mission will declare “Danger Close.”  A danger close distance depends on the type of munition requested. 

    For our heavy artillery, for example, anything within 600 meters of friendly forces is “Danger Close.” 

    For naval gunfire, the danger close distance might be 750-1,000 meters. 

    Not being an artilleryman myself, I actually don’t know what “danger close” means to the battery.  Obviously, if you are the force requesting support, you want your allies to know they are lobbing rounds close to your position.  It’s just good information.  However, I’m not sure what the battery does with that knowledge, other than triple check their aim before sending rounds downrange.  Perhaps they err on the side of caution (away from the observer) in their calculations. 

    So, what in the world has all this got to do with Project Management?

    August 2018: Project Management Toastmasters Clubs: Tips and Discussions

    Project Management Toastmasters Clubs - Tips and Discussions

    Quote: "Those who tell the stories rule the world” – Native American Proverb

    Toastmaster International's "90 Tips From 90 Years"

    1. Give your audience an immediate action item. Audiences love to come away from a speech feeling motivated. Take advantage of their current motivation and give them an immediate action item.

    5 Must-Read Books on Persuasion

    We are all salesmen of one form or another.  What do you want your audience to do when you finish speaking?  If we understand the audience’s decision-making process, we can alter our approach to achieve more effective results.  These 5 books can help you develop that ability.

    1. Thank you for Arguing: What Aristotle, Lincoln, and Homer Simpson Can Teach Us About the Art of Persuasion by Jay Heinrichs.  Heinrichs brings the classical methods of pathos (emotion) & ethos (character) to life for modern readers.
    2. Compelling People: The Hidden Qualities That Make Us Influential by John Neffinger and Matthew Kohut. This book posits that audiences believe speakers who are credible and trustworthy.  Audiences are also more likely to agree with those who exhibit strength & warmth.
    3. Influence: Science & Practice by Robert Cialdini. Robert describes the mental shortcuts we use in daily decision-making and how they can be exploited to trigger automatic responses.
    4. Nudge: Improving Decisions About Health, Wealth and Happiness by Richard H. Thaler and Dass R. Sunstein. Based on behavioral economics and design theory, this book describes how small changes in the way a choice is presented can have a big effect on an audience’s decision. This method of presentation is labeled “choice architecture”.
    5. Pre-Suasion: A Revolutionary Way to Influence Persuade by Robert Cialdini

    Like Nudge, this book focuses on the advantage of reframing our requests to make them more agreeable.

    Leading Without Authority - Keith Ferrazzi (2018 TM Golden Gavel Award Recipient)

    Ferrazzi’s insights are detailed in his two best-sellers, “Never Eat Alone” & “Who’s Got Your Back”.  He explains that connection is the driving force behind all success. Meaningful relationships are what inspire people to change, to strive and care.

     

    -“5 Must-Read Books on Persuasion” Excerpted from Toastmaster magazine, July 2018 by Jesse Scinto

    -Introduction to 2018 Toastmasters Golden Gavel recipient, Keith Ferrazzi, from Toastmaster magazine, July 2018.

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    You can learn more about telling your stories at a Project Management Toastmasters Club! 

    Project Management Toastmasters clubs are open to all, but members are predominately professional project managers. Houston Area Project Management Toastmasters Clubs are sponsored by PMI Houston and aligned with the goals of PMI International.   Certified PMPs receive Professional Development Units (PDUs) for participation.