Dr. Lenora Gant
IAFIE Intelligence Education Interview Series - Dr. Lenora Gant
Interviewer: IAFIE Student Volunteer
Table of Contents:
Question 1). As an influential leader in the IC, can you share with our readers what inspired you to pursue the field of intelligence?
Question 2). Who inspired you to pursue the field of intelligence? (for example, personal/professional/historical figures).
Question 3). You have such outstanding leadership experience; can you share with us what makes a great leader?
Question 4). What advice would you have for our readers/students who are pursuing the field of intelligence? (for example, recent graduates)
Question 5). How do you see the future of intelligence analysis, and how should educators orient themselves?
Question 6). What suggestions would you give to new analysts and the next generation?
Question 7). Can you share with our readers some keywords that represent you?
Interview Introduction: To commemorate Women’s History Month, we honor and celebrate Dr. Lenora Gant for her continued service to the IC. In this most extraordinary interview, Dr. Gant discusses her academic and professional path in the field of intelligence, providing insight into her career, advice to the next generation of IC careerists and intelligence educators, and a reflection of her experience as a leader and driving force in the Intelligence Community. Dr. Gant, we thank you for your guidance, dedication and promotion of intelligence education and extend our appreciation to you for participating in the Intelligence Education Interview Series. May your insight and impact on the field continue to inspire our IAFIE community as you have inspired me and so many others.
Interviewee Biography: Currently, Dr. Gant serves at Howard University (HU), School of Business as a National Security Executive Senior Advisor and Research Director. During her tenure at HU, she’s engaged with 18 National Security agencies by championing and leading unclassified mission transdisciplinary research. She served as a Senior National Intelligence Service Officer with the Office of the Director of National Intelligence (ODNI) as the Assistant Deputy Director of National Intelligence for Human Capital (HC), overseeing HC strategy and policy, academic outreach and strategic human capital implementation policies.- Dr. Gant’s leadership assignments include the National Geospatial-Intelligence Agency (NGA), Senior Executive for Academic Outreach and Science, Technology, Engineering, and Mathematics (STEM) and Senior Advisor to the Research Directorate. She built coalitions, partnerships, and leveraged resources among NGA, DOD/USDI, ODNI, industry, and academe partners to optimize mission capabilities, impacts, and results. Dr. Gant served as the Director of the ODNI Intelligence Community (IC) Centers of Academic Excellence, comprised of over 30 colleges and universities across the U.S., from 2004-2012.- In May 2016, Dr. Gant was awarded the Vanderbilt University’s Peabody College Distinguished Alumna Award; and she was the Commencement Speaker in 2016. Additionally, she performed as an advisor to the International Scholar Laureate Program; supervised educational exchanges in South Africa, Australia, China as well as Central and Eastern Europe. Dr. Gant served on the Harvard University’s John F. Kennedy School of Government Alumni Board as an advisor and as a Board member of Women In International Security (WIIS). —-Dr. Gant currently serves on the George Mason University/National Security Institute as a Fellow and Advisory Board member. Dr. Gant was awarded the Harvard University JFK School of Government Distinguished Award in March. Dr. Gant’s most recent achievements include acquiring research funding in the area of data science from the NSA for Howard University, College of Engineering and School of Business. And most recently, the African American Federal Executive Association, named their community award after Dr. Gant.
Interviewer: Thank you Dr. Gant, it is such an honor and privilege to interview you.
Interviewer: Question 1). As an influential leader in the IC, can you share with our readers what inspired you to pursue the field of intelligence?
Dr. Lenora Gant: “It happened serendipitously. My husband was an Air Force dentist. I also worked in Japan with the Marine Corps and Army. I accompanied my husband on his first duty assignment at Kadena AFB, Japan. After completing that three-year assignment, our tour of duty was at RAF Upper Heyford, England. At that duty station, I performed as an education specialist for the U.S. Air Force. Upon completing the second tour of duty in England, our family returned to the States. I continued my career explorations with the U.S. Army as a Management Analysis at Fort Myer Army Installation, Washington, DC. From that assignment, I transitioned to Marine Corps Base at 8th and I in Washington, DC. I was competitively selected for the first DOD Executive Leadership Development Program (ELDP) during that time. Upon graduation from the year-long ELDP, I transferred to the Office of the Secretary of Defense (OSD) as a specialist in Personnel and Security. My good fortune, after three years at OSD, my network shared with me a new opportunity at the Defense Intelligence Agency (DIA) in the technology-related area. So I applied for the job at DIA that opened up expanded opportunities in technology learning. That was my first entry to National Security and Intelligence. It was the DIA connection that introduced me to National Security, in 1991. My network expanded across the then 12 IC agencies over a seven-year period. While at DIA, I originated, developed and oversaw the installation of the first classified distance secure learning facility. So at that point, the Joint Military Intelligence College (precursor to the National Intelligence University) professors had the capability to teach classified and unclassified courses from DIA to military commands around globe. I visited several military commands during that time. That experience helped shape my dissertation in technology learning via the internet. My key research question was what were the factors that operationalized and improved effective distance learning across the internet-electronic-environment. Prior to earning my degree, I published several articles on what it takes to conduct effective teaching and learning via the secure distance learning electronic network. I graduated with my PhD (1997) from Virginia TECH. In Fall 1998, I transitioned to the Central Intelligence Agency (CIA), under the rubric of the Community Management Staff (precursor to the Office of the Director of National Intelligence).
Interviewer: Question 2). Who inspired you to pursue the field of intelligence? (for example, personal/professional/historical figures).
Dr. Lenora Gant: “To be honest with you, there are so many people that I connected with during my career journey. And each one of them had an impact on me in a way that I didn't understand til later. There was a white female, Sharon, who championed my drive to excel. She pulled me to the side one day, and she said to me, you know, Lenora, you're so smart, and I can see it in you. I was teaching personnel policy at the time. She said you have to let people know that you have worked abroad with DOD officers from all military echelons and that you have managed millions of military resource dollars. On occasion, some people who you interact with may make the assumption that as an African American female, that you are not at the top of your game or that you have not had certain experiences and exposures.
Sharon was the first person that pulled me to the side and said, tell people about your work experience in Japan and England. Tell them that your husband is an Air Force Dentist. You have all these related experiences, and people tend to respect you when they think you're bringing skills and knowledge from a variety of experiences. At the end of three years at OSD, I competed for the wonderful opportunity at the DIA. I'll talk about the intelligence community as a whole. It was Joan Dempsey, Tish Long, and Delores Green that said to me, if you move to the CIA and work with us at the Community Management Staff (CMS), we will give you tough assignments, and we will champion your trajectory that will assist in preparing for a National Intelligence Senior Service rank.
There was no ODNI when I started in the IC. IC-wide community oversight and functions were directed by the Director of CIA. In fact, George Tenet was head of the Community Management staff when I arrived in Fall 1998. George Tent was the head of the CIA. The CIA oversaw the Intelligence Community Management Staff. As National Security officers, we all worked under the CIA administrative umbrella. In April 2000, I earned my Senior Intelligence Service rank (SIS-1). ODNI was established 2005. In 2007, I earned my SIS-2 rank. Reflecting over my career, returning from England in 1984 and earning Senior Executive in 2000, it took me about 15 years to reach that level. I believe that was rather quick for an African American woman to advance to the senior ranks. It happened partly due to my wonderful mentors who tested me with difficult assignments, my personal drive, commitment to always exceed expectations, and the ability to keep my eyes on the critical mission sets and deliverables for each of my career roles and responsibilities.
Basically, you bring your total self to the table when working in the national security arena; being aware of each agency’s mission and functions are rather paramount when working at the CMS and/or ODNI level. When working on teams and coordinating across the IC, it helps to be familiar with each agency’s core mission sets, competencies and skill needs. Working at CMS, I had to work across all at that time, 13, 14, 15 intelligence community agencies during my tenure. collaboration and networking with subject matter experts was essential for me to be of value to the agencies as well as the IC at large.
In other words, let me give you an example. The blue badge that we wear to get access inside of the IC agencies that process was lengthy and laborious. After more than a year or two of negotiating and collaborating across all the IC agencies, the policy was finalized that all IC agencies would use the same access blue badge. Initially, some agencies had a little “heartburn” about giving up their “single” entry badge. When I first started at DIA, every agency had a different badge for its access entry. So collectively and collaboratively, we came together with CMS leading the change to have a unified badge.
That unified blue badge was just one policy area that was conquered by working together with our collaborative and willing IC partners. You see how long it took us to negotiate with every agency for them to agree on that one blue badge. Another policy area that I was intimately engaged in directing and overseeing was an IC-wide joint recruitment outreach initiative to attract America’s best and brightest from across the U.S. in support of IC agencies' skills and competency needs. The bottom line, during the collaborative discussion and negotiations, collectively, our IC partners agreed on a joint recruitment internet portal and IC-wide live “on-line” recruitment strategies where all agencies could simultaneously engage with university students across the U.S. As new recruits, during this collaborative intervention, they learned about several agencies during the duration of the Internet recruitment outreach. That was an informative way to also let them know about joint-duty assignments across all the IC agencies. Eventually and over time, our new recruits will work across several of the IC agencies during their career journey. The process of joint-recruitment initiatives built a mindset of TEAM (Together Everyone Achieves More).
Interviewer: Question 3). You have such outstanding leadership experience; can you share with us what makes a great leader?
Dr. Lenora Gant: “When I was growing up, my father and his brother owned about a third of the town where I grew up. And my father always said to us, my 12 sisters and brothers. By the way, I am the 7th of 12 siblings. My dad always said to us, you've got three things going for you: your word, your work, and your attitude. And if any one of the three is bad, you will not be successful in life. With the wisdom my family poured into us kids growing up, there are several important leadership skills and competencies that I think are important. Let’s start with self-awareness. Self-awareness is really key because being self-aware is knowing what your strengths and weaknesses and equally important is being willing to improve those weaknesses and understanding that continuous growth and learning are also prerequisites for a good leader. I tend to believe there's no such thing as perfect. There is - improvement because there's always something new to learn. Self-awareness is one thing that encapsulates several positive human characteristics. Understanding what you bring to the decision-making table and knowing the what and how in those areas to make you more effective, especially in working with teams in which you do not have authority. Everybody doesn't have to know about your weaknesses; however, you need to know your weak areas and how best to remedy any of your skills and competency shortfalls. There is something called persistence. You're going to make mistakes. You're going to fail at something every now and then, but you pull yourself up, and you keep going for the goal. Soself-awareness, persistence, and the third thing I'll say is always give it all you've got. Put your heart and soul into doing the best job you can do, no matter what that job is. Even if you don't like it, make the best of it because every career opportunity you engage in is not going to be perfect. Make the best of it. Self-awareness, persistence, and always give it all you've got. You know, there's a term that I think the Army uses, and that is ⦠be the best you can be. At all times, no matter what, give it all you’ve got! So self-awareness, persistence, and being the best you can be at all times, no matter the circumstances and the challenges.
Interviewer: Question 4). What advice would you have for our readers/students who are pursuing the field of intelligence? (for example, recent graduates)
Dr. Lenora Gant: “Network and network!” Build lasting relationships that you can reach back to during your career journey. Join and attend national security events and forums as you’re progressing through your career. This is how you meet people in the world of national security. Joint collaborative teams that comprise different disciplines and career fields. Get outside your comfort zone, both internal to your workplace, and with outside organizations, i.e. INSA and IAFIE. These organizations or similar associations open doors for you that you can't even imagine. Volunteer as a mentor to younger college/university students. Participate in conferences by presenting research papers and poster sessions. Young folks keep you on your toes! That is one of several reasons that I thoroughly enjoy my new career (after retiring from National Security) at Howard University (HU), Washington, DC. Equally important, my time at HU is a way to give back to the next generation of America’s best and brightest talent. So that’s my advice at this time. Expose yourself to a variety of intelligence and national security issues from around the globe. Learn a critical language, i.e. Russian, Urdu, Farsi, and Chinese. These kinds of exposures and learning endeavors will eventually help a person focus on optional careers that will promote enlightenment. And if individuals delve into a variety of areas, I believe that they will eventually find a real niche that only they can do for themselves.
Interviewer: Question 5). How do you see the future of intelligence analysis, and how should educators orient themselves?
Dr. Lenora Gant: “Let me start with that last piece. I think educators should orient themselves by being engaged with real intelligence analysts and or collectors. In reality, when you think about the intelligence community and its analysis and collection capabilities, all that information, technologies, and data sets are there for the warfighter in the field. In most instances, IC information, national intelligence estimates, and deliverables are also for the President, his cabinet-level officials, and our policymakers on the Hill. That said, intelligence analyses must be good in every sense to provide accurate and timely assessments to America’s decision-makers. Collaboratively and collectively, the IC and DOD experts, collectors, analysts, and subject matter professionals are there to defend, protect, and deter war in support of America’s citizens, assets around the globe, and our allies.
Being attentive to the DOD worldwide missions and functions was something that I learned in my DOD Executive Leadership Development program as our cohort traveled around the world visiting the military major commands. When you think about DOD, or you think about America and its national powers. America's national powers include a lot of critical assets, but primarily DOD, Diplomacy, National Security/Intelligence Structures, Homeland Security, America’s technological capabilities, academic systems, economic, and financial systems. In our dealings around the world, diplomacy is critical. Just look at how America negotiates its military presence overseas and how our diplomats gain the release of America’s political prisoners. These are just some of America’s national powers and treasures. I think that educators should consider engagements with industry, DOD, National Security agencies, non-governmental organizations, and international opportunities to better understand the totality of America’s strengths and longer-term needs. America’s academic structures are well-defined, strong, and capable. Academics could definitely encourage their students to conduct research related to National Security/Intelligence issues and challenges. By doing so, the exposure could possibly assist in building a credible pipeline of talent for DOD, the Intelligence Community, as well as industry.
To President Biden’s credit, he appointed Director Burns as Director of the CIA. Director Burns is a seasoned diplomat at the top of his game. I believe President Biden wanted someone who did not grow up in the Intelligence Community; he did not want a National Security careerist. The President wanted the mindset of a diplomat to run the CIA and conduct negotiations abroad with our allies and adversaries. He chose a diplomat, somebody who knows the “ins and outs” of negotiations with different cultures around the globe and an individual honed in diplomatic nuances. Just recently, the State Department did the bulk of the diplomatic negotiations to get our political prisoners out of Russia. I treasure my work experiences in Japan and England because those exposures provided me with opportunities to work with different cultures and experts in support of America’s military mission sets. Coming back to the States, I worked for OSD, Secretary of Defense. Then, I worked for the DIA, When I worked at DIA, DIA -analysis and collection primarily supported the DOD arena; however, the reservoir of information also supported other Intelligence agencies. When academics get out into the field, the real world, to experience first-hand knowledge of the issues and challenges, they can better prepare the next generation of analysts and subject matter experts. Textbooks are great references and educational tools; however, by the time the texts reach the students in the classroom, the textbooks might be up to five years out of date. Therefore, augmenting educational lessons with real-life scenarios, research, gaming, technology interventions, and expert speakers will go a long way in bringing realism and the transfer of theory into practice into the classroom.
Interviewer: Question 6). What suggestions would you give to new analysts and the next generation?
Dr. Lenora Gant: Seek internships, volunteer assignments, study abroad opportunities, learn a language, conduct research, showcase your abilities and skills by presenting at conferences, and engage in team leadership activities as you journey through your academic experiences. One option is to volunteer at your local police department. Police departments have different types of areas that are related to intelligence functions. Think broadly and seek learning opportunities with DOD contractors who do work for DOD and the Intelligence Community agencies. Most cities and small towns have police departments, American Red Cross, and United Way organizations. These organizations can provide valuable experiences and exposures to learn, hone interpersonal skills, and build networks that may be very useful in the future. Don’t just listen to American news stations, consider international news outlets such as the BBC and other foreign news channels. I think it'll open your eyes to the different perspectives of other nations and cultures. Get involved with your local and state political parties, including your Congressional and Senate representatives. Ask to do volunteer activities or work on teams that will impact the communities in which you live. Right now, cyber security is a major issue around the world. Volunteer to conduct research on topics and issues critical to your town, city, and/or state.
Interviewer: Question 7). Can you share with our readers some keywords that represent you?
Dr. Lenora Gant: I have a personal drive to exceed expectations; I’m continuously working at being self-aware of my words and actions. I want to be the best that I can be at all times. I want to reach back to make a positive difference by helping others. That's one reason I'm doing this interview with you. It's to support you and your efforts to excel. I’m accountable for my actions and behaviors. I work at displaying emotional intelligence and resolving conflicts in ways that are a ‘WIN-WIN” for all stakeholders. In most situations, there is some good, some bad, and some ugly. Challenges come and go. It’s how you deal with them that really matters. My self-talk is to be the best at what I endeavor to do; give it all I’ve got; display humility, and show respect towards all people. And, as President Obama inferred, be the change that I seek.