Dr Albert Orbinati of Champlain College Online: Five Life and Leadership Lessons I Learned In The Military

My fifth and final lesson is to be present in the moment. Quiet your mind; take deep breaths; be aware of what is going on around you, especially in meetings or when chaos is around you. Practice active listening and focus. I have a colleague that calls this having “meditative moments” throughout the day. This is something that I’ve needed to work on over the years. Age and experience certainly help. I often see younger officers in the Guard who are full of energy and ideas, which is great. I think that is needed for any organization. What also is needed are those who can channel this energy and enthusiasm into focused insight and decision-making. You cannot do that without centering yourself first.

As a part of our series about “Life and Leadership Lessons Learned In The Military”, we had the pleasure of interviewing Dr. Albert Orbinati.

Dr. Albert Orbinati is the Department Chair of Business at Champlain College Online and an Assistant Professor of Business Administration.

Before Champlain, Dr. Orbinati was Assistant Vice President of Online Learning at Medaille University in Buffalo, NY; Dean of the School of Professional and Continuing Education at Russell Sage College in Albany, NY; and Director of Online and Non-Traditional Programs at Utica College in Utica, NY. He has been a professor since 2009, teaching primarily online and in non-traditional settings.

In addition to Dr. Orbinati’s career in higher education, he is also an active member of the US military and currently holds the rank of Major in the Vermont Air National Guard. This is his 20th year of service.

Albert received his bachelor’s degree in Urban Planning from Binghamton University, a master’s degree in Adult Education from Central Michigan University, an MBA from Champlain College, and a PhD in Adult Education from Capella University.

Thank you so much for doing this with us! Can you tell us a bit about your childhood “backstory”?

I am the youngest in a large Syrian and Italian family. My childhood was filled with family, food, and uncomfortably large hugs and kisses from my aunts. If you’ve seen “My Big Fat Greek Wedding,” you have an idea of what my childhood backstory was like. Having lived in the world for a while now, I realize how fortunate I am to have had that upbringing.

And what are you doing today? Can you share a story that exemplifies the unique work that you are doing?

I am an Assistant Professor of Business Administration and the Chair of Business Programs at Champlain College Online. I teach business courses to online students and help them reach their lifelong academic and career goals. I also manage Champlain College Online’s suite of business programs. It’s a privilege of a lifetime to teach others, especially nontraditional learners who are uniquely motivated to learn. Recently, I helped a student build a business plan for a “retirement business” she has been dreaming about for decades. She is approaching retirement age, and while most people are looking forward to not working in retirement, this student wants to run her own bakery and café. She was apprehensive at first, but after some coaching, she proved to be motivated, determined, and entrepreneurially minded. I was inspired by her vision and attitude! I also plan on being one of her first customers when the time comes.

Can you tell us a bit about your military background?

This is my 20th year in service. I enlisted in the Air Force in 2003, shortly after (and inspired by) the events of 9/11. My first career was in aviation maintenance. I was a Crew Chief on the B-52 bomber and stationed at Minot Air Force Base, North Dakota. A series of life events forced me to change the trajectory of my military career, and I ended up switching my enlistment to the New York Air National Guard in 2005. There, I worked at the Eastern Air Defense Sector (Rome, NY) as an information manager. Shortly thereafter, I joined the 222nd Command and Control Squadron (CACS; Rome, NY) in 2007 and became a commissioned officer that year. The 222nd was part of Air Force Space Command, and our mission was to augment the National Reconnaissance Office (NRO) Operations Center. I held that position for over ten years.

In 2017, I was hired at Champlain College and moved to Vermont. I joined the Vermont Air National Guard that year and have been here ever since. Currently, I work at the Joint Forces Headquarters and on a special project for the Air Component Commander. I assist our Air Force recruiting and retention teams with marketing and advertising initiatives.

Can you share the most interesting story that you experienced during your military career? What “take away” did you learn from that story?

While at the 222nd CACS, I had the honor of being the NRO Flight Commander on duty for two live Combat Search and Rescue missions. Our NRO space vehicles were tasked with collecting real-time intelligence for downed aircraft in war zones. I won’t go into too much detail, but there are four primary stages to a combat search and rescue mission that kick in once a downed vehicle is identified: Awareness and Notification, Situation Assessment, Mission Planning, and Execution. My role was to assist in the first two stages, utilizing space-based assets with constant dwell time (meaning, the assets in space could hover over the area of concern and collect information). I’m happy to report that both instances resulted in successful rescues.

I remember the missions being stressful, but I was well-trained and had the support of an incredible team of professionals. We executed our part of the mission well and were recognized by NRO leadership. My “takeaway” from those events is around preparedness. In the military, we are constantly training and preparing ourselves for the possibility of an event occurring. This consistent training posture means that when something does indeed happen, military members are ready to take action and can do so quickly and efficiently.

We are interested in fleshing out what a hero is. Did you experience or hear about a story of heroism, during your military experience? Can you share that story with us? Feel free to be as elaborate as you’d like.

While in officer school in 2007, we were honored, in person, to listen to the story of an actual POW survivor of the Bataan Death March. The Bataan Death March occurred in 1942 during World War II when tens of thousands of Filipino and American soldiers were forced to march 65 miles with little food or water, suffering brutal treatment from Japanese captors. Many died or were killed along the way.

I do not remember what this gentleman’s name was, but I remember him being very old and a very good storyteller. He had us all captured with his eloquence and unbelievable story of survival and heroism. And I define his heroism not only through the fact that he was able to survive but through his “subtle bravery.”

Estimates commonly agree that about 600–650 Americans and about 5000 Filipinos died on that death march. I remember vividly the gentleman telling us that he survived, and helped others survive, not only through a will to live, but also through small acts of kindness. These small acts, as it turned out, were not small at all. Rather, they were incredibly impactful and brave. Simple acts like sharing scraps of food or sips of water with others (despite his own hunger and thirst) stood out to me. I remember him also describing moments when he helped people off the ground, even in the face of the enemy around them (one of the terrible facts about the Bataan Death March was related to falling down. If you fell to the ground from exhaustion or hunger, you were shot on the spot). This hero refused to let those around him fall down or stay down. He literally held them up and helped them continue to walk despite his own exhaustion. I don’t know where he summoned the energy or will from, but I have to imagine there was some divine intervention at play.

Based on that story, how would you define what a “hero” is? Can you explain?

In this case, I’m thinking of immense resilience, courage, and endurance while enduring immense suffering. I’m also thinking of someone who contributed to the welfare of others during that ordeal. To help in your definition, here’s how I would sum it up:

Resilience and Endurance: The survivors of the Bataan Death March displayed extraordinary resilience and endurance, continuing to move forward despite extreme physical and mental exhaustion, starvation, dehydration, and exposure to tropical heat.

Courage and Valor: Demonstrating courage under such dire circumstances — facing brutality, the constant threat of death, and witnessing the suffering of comrades — defines these individuals (the survivors of the March) as heroes.

Altruism and Compassion: Many survivors (including this gentleman) were likely to have helped their fellow soldiers by sharing water, food, or support, risking their own lives in the process.

Does a person need to be facing a life and death situation to do something heroic or to be called a hero?

No, a person does not necessarily need to be facing a life-and-death situation to be considered a hero. The concept of a “hero” is multifaceted and subjective. In my mind, heroism ranges from everyday acts of kindness to extraordinary measures taken to help others.

The concept of “everyday heroism” we hear on the news all the time. Volunteers come to mind, caregivers, educators. Their actions might not involve life-and-death situations, but they do significantly impact others. I would like to think they are heroes to many.

Moral and ethical heroism also exists. These are people who stand up for what is right, even (and especially) in the face of opposition or societal pressure. This might include whistleblowers or activists and those fighting against injustices. Inspirational heroes also exist. These are people who overcome significant personal challenges and inspire others — people who surmount disabilities or debilitating conditions to achieve success.

Based on your military experience, can you share with our readers 5 Leadership or Life Lessons that you learned from your experience”? (Please share a story or example for each.)

Simple lessons are often the best lessons. I don’t have any ground-breaking insights to share, but rather, a handful of common sense approaches I’ve learned over the years.

The first is to lead by example. In the military, leaders are expected to exhibit the behavior, work ethic, and attitude that they expect from those they lead. If you want follow-through from your team, then you better be following through in everything you do. In the case of the CSAR example I gave previously, I had to demonstrate resilience and calm under pressure during that time. The Airmen on my team acted similarly, as I recall. For leaders, what you give out is what you get back. A simple lesson to remember.

The second lesson is to be empathetic. I often tell my business students at Champlain that empathy is an under-utilized leadership super skill. It’s the ability to understand and share the feelings, thoughts, and experiences of another person. It involves putting oneself in another’s shoes, perceiving and interpreting what another person is feeling or maybe thinking, and responding with appropriate emotion and action. And this is important to remember — empathy involves both cognitive and emotional components — you have to combine both understanding and feeling to foster a genuine connection with another person. I had to work on (and continue to work on) the feeling part over the years. For some, it comes naturally. Others, like myself, have to be aware of it and work on it.

The third lesson is related to positivity and having a generative approach. Much like my “leading by example” lesson above, remember that what you reap is what you sow. If you are positive and strive to find the positive in situations and others, that positivity will run like a virus throughout your organization. It’s both powerful and wonderful. The last General I worked for was one of the most positive leaders I have ever encountered. Nothing phased him, and he always took the time to connect with you, point out what you brought to the team, and had a generative way about him. And being generative in your approach is important here. In a leadership or organizational context, “generative thinking” or a “generative approach” refers to a mindset that’s focused on creating new ideas, solutions, or innovations (rather than simply reacting to existing problems). The General I worked for did this very well, and everyone loved working for him.

My fourth lesson is to practice gratitude. Gratitude in leadership is powerful because it fosters a positive work environment and enhances relationships within your organization. Leaders who regularly express gratitude create a more positive and enjoyable workplace atmosphere, which contributes to a culture of kindness, cooperation, and mutual respect. Also, when employees feel appreciated and valued, they experience higher job satisfaction and are more engaged in their work. Each time I attend my drill weekends, I always take time to thank the Airmen in our personnel section for their tireless efforts, most of which are hard to see the impact they have on the overall organization. I also thank our recruiters for the “grind” they experience in trying to recruit people to join the Vermont Air National Guard. That is not an easy job.

My fifth and final lesson is to be present in the moment. Quiet your mind; take deep breaths; be aware of what is going on around you, especially in meetings or when chaos is around you. Practice active listening and focus. I have a colleague that calls this having “meditative moments” throughout the day. This is something that I’ve needed to work on over the years. Age and experience certainly help. I often see younger officers in the Guard who are full of energy and ideas, which is great. I think that is needed for any organization. What also is needed are those who can channel this energy and enthusiasm into focused insight and decision-making. You cannot do that without centering yourself first.

Do you think your experience in the military helped prepare you for business? Can you explain?

Yes, absolutely. First, I have to acknowledge the term “business” can mean many things to many people. What I think you’re asking about is the “grind” of business — the fast-paced, results-driven work environment where professionals not only have to hold their own, but also work well in a team and create value for the organization. Given this context, the military has absolutely prepared me well. We are trained to always be ready, always be prepared, and always think ahead. What’s interesting and unique about the military is the amount of responsibility you’re given right from the start of your career. In my experience as a first-term Airman, I was on the flight line directly after basic training, working on multi-million dollar aircraft. The pilots of those aircraft relied on me for their safety and performance. If I didn’t have attention to detail and accomplish my job to a high standard, aircraft (and pilots) were grounded, unsafe, or not able to perform their mission. That’s pretty heavy responsibility for a young person, and a lesson I’m glad I had.

As you know, some people are scarred for life by their experience in the military. Did you struggle after your deployment was over? What have you done to adjust and thrive in civilian life that others may want to emulate?

My deployments were much different than the military members you are describing. I was not on the front lines or in danger in any way. My job was to support those who were. I can’t give you meaningful insight from my personal experience, unfortunately.

Are you working on any exciting new projects now? How do you think that will help people?

I am working on several exciting new projects in my civilian career. Champlain College Online is growing in pretty significant ways, and part of that growth is the development of new cutting-edge, market-aligned degree and certificate programs. In 2024, we will have new master’s degrees in Business, Accounting, Finance, and Healthcare Analytics. We are also launching a Master’s of Public Administration (MPA) and an MS in Project Management. Additionally, we have graduate certificate programs being developed in these areas for people who may not want to commit to a full master’s degree right away. I’m also excited about some updates we are making to our popular MBA program, and our undergraduate degrees in business are thriving. Given how we go about developing new programs (first ensuring a strong career outlook, aligning with current and future trends, hiring incredible professionals to teach in the programs), these new programs will help people gain skills in these much-needed areas, and give them credentials to land new (well paying) careers.

What advice would you give to other leaders to help their team to thrive?

As a leader, calm and clear your mind. Focus. Be present with your team. Listen first. Then, be generative in your leadership approach. Be positive and steer your team’s focus to both their individual and collective strengths. A strengths-based approach to team leadership is sorely needed in today’s business environment. I would encourage everyone to engage in Michelle Quaid’s work around strengths in the workplace. Her Strengths Lab is a game-changer!

What advice would you give to other leaders about the best way to manage a large team?

Understand that your leadership style will likely have to adapt as your team grows. While some leadership core principles may stay the same no matter how large your team becomes (fairness, empathy, setting expectations, etc.), you will need to pivot from direct to indirect approaches the larger the team becomes. You’ll become further removed from the “day-to-day” aspect of your role as more people are hired and more leaders are brought on board. As Zuho stated, “One of the biggest challenges of managing at scale is finding the right balance between going deep on a topic and stepping back and trusting others to take care of it. As a team grows, learning to give this trust is essential.” Trust may be the x-factor here — can you trust others to get the job done? Knowing their strengths (as mentioned previously) will help a great deal in this process, as will developing team cohesion. The happier your team is, the more you can trust them. I realize this seems simple, but you would be surprised how many organizations overlook this important point.

Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

Dr. Jim Brown of Utica University was responsible for hiring me in my first job in higher education. I was fresh off of Active Duty in the Air Force and, like most active-duty military personnel, wondered how I would fit into the civilian workforce. I had no doubt I could do it, but I would soon learn that moving from the military to higher education is a jarring experience. The cultures are different, the way people communicate is different, the missions are certainly different, the “ops tempo” is different. Dr. Brown took a chance on me and understood my unique skill sets and what value I brought to the university. He knew the value of my military training and had the vision to place me into a new career where I could utilize my skills. I will forever be grateful to him for that opportunity.

How have you used your success to bring goodness to the world?

Teaching is the best job in the world. Day in and day out, I have the opportunity and privilege to make a difference in the lives of others. I have used my personal and professional success to help students launch new careers and new business ventures. I am helping many of them to realize lifelong goals and dreams. I have laughed with my students when life requires a moment of levity, and I have supported them when all other circumstances of their lives pull them away from their studies. At graduation, we share hugs and tears of joy. What could be better than that? If that’s not goodness, I don’t know what is!

As an aside, one of our hiring criteria for our professors at Champlain College Online is to share in this common vision of teaching. We hire people who want to help others and give back. Our instructors have to be committed to the singular goals of helping others and giving of themselves. Ultimately, the collective effect is that their personal and professional successes bring even more goodness into the world. This “exponential goodness effect” is why so many of our students love our programs and come back for more education.

For the professors and teachers out there, the lesson is simple — care more, practice empathy, and be present with students. In my experience, these approaches have made all the difference.

If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be?

The Empathy, Kindness, and Action Movement. In my opinion, the world has a big empathy and kindness problem. We don’t strive to understand and share the feelings of others enough, we are not kind to one another, and we don’t take significant enough action thereafter in the moments when we are empathetic. My “empathy, kindness, and action movement” would start with teaching young children these skills and reinforcing these skills as they grow in our education system. The goal is to have our next generation be far better at being kind, empathetic, and taking positive action than we ever were.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My life lesson is very simple — you reap what you sow. If you give kindness, you will get it back. If you are fair, others will be fair to you. If you smile, others will smile back at you. If you laugh, others will laugh, too. If you are positive, others will be more inclined to be positive.

The question for you then becomes, what will you put out there? What will you sow?

Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why?

Barack Obama. He is such an impressive person and accomplished so much, especially in the face of incredible adversity. I’d ask him how he did it all (it would be a long lunch). How did he manage to be inspirational to so many while knowing that so many wanted him to fail? How did he remain a good father, and a good husband? How did he become so eloquent? I have many questions.

Thank you so much for these amazing insights. This was truly uplifting.