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Chapter 4: Military Transition as a Matt... > Managing Assumptions - Pg. 50

50 GETTING UP TO SPEED leadership while the fellow in the second example was given proba- tional status and an aggressive ``get-well'' plan. In the end, not surpris- ingly, the man in the second example chose to leave the organization. How could someone in your position have assisted the second man? What would have resulted in a better outcome? We can certainly make generalizations from these two examples, but what we want to take away from them is that success is the responsibility of the individ- ual new-hire and of the organization. An organization that under- stands the military context that a new-hire is coming from and has resources, programs, or tools to assist him or her in the transition to civilian employment will be more likely to retain military talent. The tremendous difference in culture alone, between the military and any civilian organization, can make it hard for a career service member to succeed where another person would thrive. In the words of one enlisted member of the USAF, ``I knew I could do a lot more than I was doing, but didn't know how to plug in to contribute more.