Leadership That Is McChrystal Clear

When a military leader hangs up his combat boots after a long and successful career, I always hope that they plan to share their experiences, wisdom and leadership philosophies in the pages of a book.  It has become commonplace in the last two decades for a military officer who has been successful on the battlefield to write a book about their life in uniform (Schwarzkopf, Franks, Powell).  And, throughout history, we have been fortunate to learn a lot about our greatest, most storied Generals and Admirals (Washington, Grant, Lee, Halsey, Nimitz, Eisenhower, Patton, MacArthur, etc.) through their own writing and words, and those of historians, biographers, authors, and bloggers who have determined that learning and discussing what made these military officers great leaders is valuable knowledge to current and future leaders and scholars.  You can find an assortment of these books on the internet.

General Stanley McChrystal (U.S. Army Retired) has written a memoir entitled, “My Share of the Task,” adding to the list of many great military leaders whose life in uniform has been chronicled.  Stanley McChrystal retired in July 2010 as a four-star General in the U.S. Army.  His last assignment was as the commander of the International Security Assistance Force and as the commander of U.S. forces in Afghanistan.  He had previously served as the direc­tor of the Joint Staff and as the commander of the Joint Special Operations Command.  He is currently a senior fellow at Yale University’s Jackson Institute for Global Affairs and the co-founder of the McChrystal Group, a leadership consulting firm.

I have yet to add McChrystal’s book to my bookshelf, so this post is not a review or endorsement of it.  I absolutely intend on grabbing a copy of his book very soon.  Instead, this post is to highlight his leadership philosophy and wisdom that allowed him to climb the ranks of the United States Army to become a Four-Star General.  While most people are focusing more attention on how his career came to an abrupt end following a Rolling Stone article in 2010, I would prefer discussing his leadership.  I think each of us can learn a lot from this warrior, statesman and scholar.

A one-of-a-kind commander with remarkable record of achievement, General Stanley McChrystal is widely praised for creating a revolution in warfare that fused intelligence and operations.  He stresses a uniquely inclusive leadership model focused on building teams capable of relentless pursuit of results. When old systems fall short, McChrystal believes true leaders must look for ways to innovate and change.  From his extraordinary career, McChrystal reveals a four-star management strategy, stressing openness, teamwork, and forward-thinking.

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General McChrystal is the co-founder of the McChrystal Group.  From his time as a commanding general, he revolutionized key leadership principles such as transparency and inclusion; leveraging the power of teams through shared ownership; and sharing a clear vision for winning with an extended team.

He, along with his team at The McChrystal Group, have developed a program called the CrossLead Way.  The principles and operational structure of CrossLead are based on the exceptional military leadership successes of the General and his staff.  The principles of CrossLead are:

1. Trust

Build a foundation of relationships based on trust and teamwork.

2. Understand
Understand the operating environment and your organization while constantly adapting for purpose.

3. Align
Align the team around a clearly defined vision, set of values and an achievable and resilient strategy.

4. Communicate
Force and foster a culture of inclusion, transparency, and accountability through constant communication.

5. Decide
Create shared ownership by decentralizing decision-making and execution to the most effective level.

6. Discipline
Ruthlessly prioritize, maintain a disciplined and sustainable battle rhythm, and focus on what only you can affect.

7. Win
Accomplish your objectives. Succeed constantly by relentlessly assessing and improving performance. Win.

From these principles, the McChrystal Group believes that the collective wisdom of an organization is it’s most valuable resource – that trust, speed and discipline are decisive – that leaders are made and leadership is a choice.  Most importantly, we believe in winning in any environment.

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Since General McChrystal’s retirement, he has shared what he learned about leadership over his decades in the military as a public speaker and lecturer.  His overall leadership premise is how can you build a sense of shared purpose among people of many ages and skill sets?  His answer is by listening and learning — and addressing the possibility of failure.  This blog has featured General McChrystal in the past, but I wanted to again highlight some of the key points General McChrystal emphasizes in his presentations to groups, organizations, companies and students:

1) If your people do everything you taught them to do, and they do those things properly, you led them well. People follow leaders.

2) Leaders can let you fail, and yet not let you be a failure.

3) Leaders build confidence and trust in their people. And, those who you are leading have to have faith and trust in the leader. Leaders have to build faith, trust and confidence.

4) In failure, the leader must reach out to his force and rebuild trust and confidence…rebuilt confidence in the force, rebuilt confidence in the leader, and rebuilt confidence in the seniors of the leader and the force.

5) A leader must build consensus and a sense of shared purpose with his force.

6) How does a leader stay credible and legitimate when they haven’t done what the people their leading are doing? Leaders must become more transparent and a lot more willing to listen.

7) Keep your promises and live up to your obligations; to your subordinates, your peers and your superiors. Be ready to support them when they need you most.

8) A leader isn’t good because he is right. They’re good because their willing to learn, and to trust. If you are a leader, the people you’ve counted on will help you out. And, if you’re a leader, the people who count on you need you on your feet.

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Unfortunately, General McChrystal’s career ended sooner than he or anyone anticipated, but in no way short of victory.  As with any abrupt departure of a high-profile military leader due to controversy, scandal or integrity issues, we should always look at what that person did in their career in total; the quality of the individual, and the successes they achieved.  General McChrystal dedicated 34 years of his life to the United States Army, and his leadership, warrior spirit and patriotism, without question, is what makes him one of the great military leaders of our time.  The military prematurely lost this officer, but the private sector has gained a gem in McChrystal (to use a bit of a pun).  We now become the new benefactors of his teachings, wisdom and philosophy.  Through his new book, we can see inside this man and the principles that have made him successful. , beyond the controversy of the Rolling Stone article back in 2010.  As I said earlier, I intend on purchasing his book, and I think you should too.

Copyright © Dale R. Wilson

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Related Articles -

McChrystal Speaks Out on Rolling Stone Article (foxnews.com)

General Stanley McChrystal: Leadership Lessons from Afghanistan (Forbes.com)

Stan McChrystal: Trading Shadows for Showtime with accompanying video Q & A With General Stanley McChrystal (time.com)

‘I Accept Responsibility’: McChrystal On His ‘Share Of The Task’ (npr.org)

Gen. McChrystal’s Lessons in Leadership (cnbc.com)

[Video] Gen. Stanley A. McChrystal on Leadership (youtube.com)

Sources -

Plywood Leadership: Lessons on Leadership from a Warrior, Statesman and Scholar - Accessed 13 January 2013 – Association for Corporate Growth (ACG Global) - http://www.acg.org/

CrossLead Way - Accessed 13 January 2013 – McChrystal Group - http://www.mcchrystalgroup.com/home

Listen, Learn…Then Lead – Accessed 13 January 2013 – Command Performance Leadership blog – http://commandperformanceleadership.wordpress.com/

Photo Credits -

Book cover and profile picture – The McChrystal Group via http://www.mcchrystalgroup.com/home - Accessed 13 January 2013

Stanley McChrystal: Listen, Learn…Then Lead – http://images.ted.com/images/ted/1e1176d6968f6b244a1962d6231a5410fa7d8ef9_389x292.jpg - Ted.com – Accessed 13 January 2013

Merry Christmas

As I write this post, Santa has already begun his annual mission to bring joy to children (young and old) around the World.

My sack is very heavy with all the presents inside, I hope that Rudolph and his friends will be able to pull me around the world!—
Santa Claus (@santa__claus) December 24, 2012

For many reasons, this is a difficult job for Santa.  Not only is it an overwhelming challenge to deliver presents to all of those on his ‘Nice‘ list in a 24-hour period, but it is also difficult to ensure that all of those who receive the gifts of the season truly feel the Christmas Spirit.  Bringing a Merry Christmas to the entire World may seem insurmountable, but I have faith that Santa will be victorious to ensure that everyone is living in harmony with the Christmas Spirit.

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“He who has not Christmas in his heart will never find it under a tree.”

Roy L. Smith[i]

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I want to wish all of my blog and Twitter friends a very Merry Christmas.  May the joy of this season and the Christmas Spirit reach your heart and your home this day, and everyday.  Having friends like you during this special time of year has certainly delivered joy to me.  Merry Christmas to you and your family.  And, as you enjoy the Christmas season, please take a moment to remember our men and women serving our Country around the World, and pray that they may feel the Christmas Spirit also.

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Twas the night before Christmas in Afghanistan[iii-a]

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Military Christmas Poem           (as heard in the video above)

‘Twas The Night Before Christmas,
He Lived All Alone,
In A One Bedroom House
Made Of Plaster And Stone.

I Had Come Down The Chimney
With Presents To Give,
And To See Just Who
In This Home Did Live.

I Looked All About,
A Strange Sight I Did See,
No Tinsel, No Presents,
Not Even A Tree.

No Stocking By Mantle,
Just Boots Filled With Sand,
On The Wall Hung Pictures
Of Far Distant Lands.

With Medals And Badges,
Awards Of All Kinds,
A Sober Thought
Came Through My Mind.

For This House Was Different,
It Was Dark And Dreary,
I Found The Home Of A Soldier,
Once I Could See Clearly.

The Soldier Lay Sleeping,
Silent, Alone,
Curled Up On The Floor
In This One Bedroom Home.

The Face Was So Gentle,
The Room In Such Disorder,
Not How I Pictured
A United States Soldier.

Was This The Hero
Of Whom I’d Just Read?
Curled Up On A Poncho,
The Floor For A Bed?

I Realized The Families
That I Saw This Night,
Owed Their Lives To These Soldiers
Who Were Willing To Fight.

Soon Round The World,
The Children Would Play,
And Grownups Would Celebrate
A Bright Christmas Day.

They All Enjoyed Freedom
Each Month Of The Year,
Because Of The Soldiers,
Like The One Lying Here.

I Couldn’t Help Wonder
How Many Lay Alone,
On A Cold Christmas Eve
In A Land Far From Home.

The Very Thought
Brought A Tear To My Eye,
I Dropped To My Knees
And Started To Cry.

The Soldier Awakened
And I Heard A Rough Voice,
“Santa Don’t Cry,
This Life Is My Choice;

I Fight For Freedom,
I Don’t Ask For More,
My Life Is My God,
My Country, My Corps.”

The Soldier Rolled Over
And Drifted To Sleep,
I Couldn’t Control It,
I Continued To Weep.

I Kept Watch For Hours,
So Silent And Still
And We Both Shivered
From The Cold Night’s Chill.

I Didn’t Want To Leave
On That Cold, Dark, Night,
This Guardian Of Honor
So Willing To Fight.

Then The Soldier Rolled Over,
With A Voice Soft And Pure,
Whispered, “Carry On Santa,
It’s Christmas Day, All Is Secure.”

One Look At My Watch,
And I Knew He Was Right.
“Merry Christmas My Friend,
And To All A Good Night.”

Written by Lance Corporal James M. Schmidt in 1986. Printed in Leatherneck (The Magazines for the Marines) in December 1991, under the title “Merry Christmas, My Friend.”[ii]

Also known as “A Soldier’s Silent Night”[iii-b]

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Related Post -

Merry Christmas (commandperformanceleadership.wordpress.com)

A Soldier’s Christmas | A Different Christmas Poem (billericapolitics.org)

Footnote -

[i] Roy L. Smith. (n.d.). BrainyQuote.com. Retrieved December 24, 2012, from BrainyQuote.com Web site: http://www.brainyquote.com/quotes/authors/r/roy_l_smith.html
Read more at http://www.brainyquote.com/citation/quotes/authors/r/roy_l_smith.html#gVohdkFyMKDWeWHj.99

[ii] Military Christmas Poem – Posted by Rod Powers - About.com / US Military – http://usmilitary.about.com/od/theorderlyroom/a/xmaspoem.htm - Accessed December 24, 2012 – About.com Guide (US Military) – http://usmilitary.about.com/ - About.com Guide – http://www.about.com/

[iii-a,b] The poem spoken in the video is known as “A Soldier’s Silent Night,” written originally by Marine Corps Lance Corporal James M. Schmidt in 1986 (see note to poem within this post, and footnote [ii]).  It is narrated by Father Ted Berndt.  A Soldier’s Silent Night – http://www.asoldiersilentnight.com/ - Accessed December 24, 2012

*Another video version of A Soldier’s Silent Night can be found at the post Soldier’s Silent Night on the blog Fellowship of the Minds.

Photo Credit -

Santa - Dave Kenyon and his blog Insights Incites Change, on the post Living in Harmony with The Christmas Spirit; accessed on Monday, December 24, 2012

Soldier -  Fetrow Creations website - http://www.fetrowcreations.com/ - Accessed December 24, 2012

Moral Courage and Faith to Become a Leader of Character

Quote of the Day

“Make us to choose the harder right instead of the easier wrong, and never to be content with a half truth when the whole truth can be won.  Endow us with the courage that is born of loyalty to all that is noble and worthy, that scorns to compromise with vice and injustice and knows no fear when truth and right are in jeopardy.”

Excerpt From the Cadet Prayer, United States Military Academy, West Point

The 237th Birthday of the United States Marine Corps

There are few who are as true to the core,  who are so tremendously proud to serve their Country, as those of the United States Marine Corps.  If you have known, have met, served with, or served as a Marine, you know what I mean.  Today is the Marine Corps’ 237th Birthday, and they deserve to be honored and celebrated today.  On November 10, 1775, in Philadelphia, Pennsylvania, Captain Samuel Nicholas formed two battalions of Continental Marines as naval infantry.  I dedicate this message to all U.S. Marines; retired, active duty, reserve, and those who aspire to become Marines.  HAPPY BIRTHDAY, OORAH and SEMPER FI!!!

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“Some people wonder all their lives if they’ve made a difference.  The Marines don’t have that problem.”

President Ronald Wilson Reagan

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FOR HONOR

FOR COUNTRY

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2012 Marine Corps Birthday Message

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Warriors of Honor, Courage and Commitment

Becoming a warrior means joining a brotherhood, forged in the crucible of training and proven on the battlefield.  A true warrior is measured not only by his strength, but his honor.  No battle is ever won alone.  Warriors never rest.  Anyone can follow a path; Few make their own.  Every warrior lives for the fight.  For there is always another battle waiting to be fought and won.

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United States Marine Corps 237th Birthday Tribute 2012 | Official GoDaddy.com Video

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Index of Marine Corps-related Blog Posts on Command Performance Leadership:

A United States Marine Corps MBA

Inspirational Wisdom from a War-Hardened Marine Corps Officer

Making Marine Corps Officers

How Would the Marines Run Your Business?

Quote of the Day By General John A. Lejeune

Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom

Decision-Making in the New ‘Leadership Organization’

Improvise, Adapt and Overcome ~ Changing Plans, But Not Changing Vision

Putting the Principles into Practice

The United States Marine Corps Roadside Assistance Service

The Navy Hymn: “Eternal Father, Strong to Save”

On this Sunday following yesterday’s celebration of the 237th birthday of the United States Navy, I thought it appropriate to share with you the story of The Navy Hymn; “Eternal Father, Strong to Save.”

Click HERE to listen to the hymn

Eternal Father, strong to save,
Whose arm hath bound the restless wave,
Who bidd’st the mighty ocean deep
Its own appointed limits keep;
Oh, hear us when we cry to Thee,
For those in peril on the sea!

O Christ! Whose voice the waters heard
And hushed their raging at Thy word,
Who walked’st on the foaming deep,
And calm amidst its rage didst sleep;
Oh, hear us when we cry to Thee,
For those in peril on the sea!

Most Holy Spirit! Who didst brood
Upon the chaos dark and rude,
And bid its angry tumult cease,
And give, for wild confusion, peace;
Oh, hear us when we cry to Thee,
For those in peril on the sea!

O Trinity of love and power!
Our brethren shield in danger’s hour;
From rock and tempest, fire and foe,
Protect them wheresoe’er they go;
Thus evermore shall rise to Thee
Glad hymns of praise from land and sea.

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The Rev. William Whiting, a schoolmaster and clergyman of the Church of England, who lived from 1825 to 1878, wrote the original words as a hymn in 1860.  In the following year, the words were adapted to music by another English clergyman, the Rev. John B. Dykes, who lived from 1823 to 1876.

In the United States, the late Rear Adm. Charles Jackson Train, an 1865 graduate of the United States Naval Academy at Annapolis, was a lieutenant commander stationed at the Academy in charge of the Midshipman Choir.  In 1879, Lt. Cdr. Train inaugurated the present practice of concluding Sunday’s Divine Services at the Academy with the singing of the first verse of this hymn.  Today, this song can be found in most church hymnals.

This hymn is often used at funerals for personnel who served in, or were associated with, the Navy. For example, Eternal Father was the favorite hymn of President Franklin D. Roosevelt and was sung at his funeral at Hyde Park, New York in April 1945.  Roosevelt had served as Secretary of the Navy.  This hymn was also played as President John F. Kennedy’s body was carried up the steps of the capitol to lie in state.

The song, known to United States Navy men and women as the “Navy Hymn,” is a musical benediction.  It is a prayer for safety on the high seas. And, nobody senses the need of God more than those in peril; those in peril on the sea, on the land and in the air.  Those in the United States Navy need God’s strong arm, guarding hand and watchful care.

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O Eternal Father, strong to save, we pause to remember the founding of the Navy.  We remember all who have served in the air, on land, on sea and under the sea.

Those whose lives were given in dark jungles, ocean depths, desert sands or on far distant bases and beaches.  May we recognize their contributions to the security of our nation.

Grant, O God, your blessing and protection on all men and women who now serve in our Navy, on watch and on station around the world, from the Caribbean to the Mediterranean, from the Western Pacific to the Middle East, especially those defending freedom in the Persian Gulf and Afghanistan.  O Lord, may our soldiers and sailors be a safeguard unto the United States of America.

Put new meaning in our national commitment of “Peace through Strength,” that we may truly strive to be instruments of peace in a distrustful world.

Almighty God, we commend to your gracious care and keeping all the men and women of our country’s Navy ashore and afloat, and all who serve in our Armed Forces.  Defend them day by day with your heavenly grace; strengthen them; keep them safe from evil; give them courage to face the perils which beset them and grant them a sense of your abiding presence wherever they may be.

God, who founded the seas and equipped them with the very resources that sustain life on this planet, we seek your will for our nation in meeting its obligations to maintain the freedom of the seas.  We ask your blessings on the ships and their crews of the United States Naval forces in meeting their commitments.  Preserve them from the dangers of sea, air & land and bring them safely to port.

On this occasion of the birth of the United States Navy, save, sanctify and bless those in the Navy with favoring winds over the sea and into harbor.  According to your good will, and as their divine and heavenly pilot, bring them at last to the haven of peace.

Related Article -

The 237th Birthday of the United States Navy (commandperformanceleadership.wordpress.com)

The 237th Birthday of the United States Navy

Listen to THIS while reading this post!!!

Without a decisive Naval force we can
do nothing definitive – and with it,
everything honorable and glorious.

George Washington to Marquis de Lafayette, 15 Nov 1781

Today, October 13th, we celebrate a birthday.  We pause to celebrate the great heritage and birthday of the United States Navy; a formidable force in war, a potent power in peace, a respected adversary in conflict, an effective deterrent to war, and a welcomed means of compassionate assistance to those whose misfortunes make the Navy the means of their survival and hope.

On October 13th, 1775, the Continental Congress passed a resolution creating the Continental Navy.  For two-hundred and thirty-seven years, men and women have accepted the rigors of our nation’s naval service.  For as long as our men and women have gone to sea in ships, they have felt the awesome urging and mystery which takes them from those they love, and to whom they long to return.  They have known that life lived only for one’s self is too constrictive, they have taken up arms for lives more precious than their own.  The sailor’s dedication to successfully sail the unobstructed seas is celebrated today on the birthday of the United States Navy.

Today, we celebrate the maturation of thousands of young Americans who, because of their service in the U.S. Navy, have sharpened their understanding of responsibility and honor.  We celebrate the countless hours of selfless sacrifice and devoted service evidenced by those of our Navy.  We celebrate the patience of those who accept without protest the hardships of shipboard life: living with seasickness, undergoing lengthy separations and enduring cramped living environments.

America’s fighting men and women of the United States Navy, standing on guard over the free world, are held together by a common bond; their love of life and liberty for ourselves and for our loved ones.  When hostility and conflict threaten the stability of peace, when turmoil and chaos erupt around the world, the Navy is forward deployed and positioned as a floating fortress of men and machines blanketing the globe, striving to make the world a better place.

Today, their valor is commemorated and we properly honor their outstanding service.  The men and women of the United States Navy devote themselves to the fullest accomplishment of their every responsibility.  Their nation looks to them with pride and as a model of excellence in execution of every task.  We celebrate this glorious day with deep gratitude.

Today, we share the mystical experience of the sea so hard to describe to someone who has never known it.  We share the disciplined training in preparing for events we hope will never happen.  We share their sadness at leaving those they love and their joy in returning to them again.  We share their conviction that no other job would be quite so satisfying as serving at sea with men and women we respect and admire.  We share their sense of adventure in looking forward to new ports and, as yet, unsailed seas.

Throughout history, the seafaring men and women of the U.S. Navy, heroes one and all, have always stood at the ready.  By sea and by air, the U.S. Navy has always answered duty’s call.  From the sailors on deck to the skilled pilots of fighter jets, the men and women of our Navy work with one goal in mind: to defend freedom wherever it may be challenged.

They’re out to sea for sometimes six months or more leaving behind friends, loved ones and the comfort of home.  They brave the mighty oceans around the far-flung corners of the globe never knowing where duty may call; the duty to protect America’s liberty.  They courageously do what every sailor in the United States Navy has done before; at the ready for duty, ever vigilant, and prepared to defend America.

As Americans, knowing that these valiant heroes are protecting us with unyielding courage and honor, should give us great comfort.  The Department of the Navy, as a portrait of honor and service, speaks to the patriot in us all.

I am a United States Sailor.
I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me.
I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world.
I proudly serve my country’s Navy combat team with Honor, Courage and Commitment.
I am committed to excellence and the fair treatment of all.

Related Articles -

A Global Force for Good (nebraskaenergyobserver.wordpress.com)

Navy Birthday Information – 13 October 1775 (history.navy.mil)

Navy Birthday – 13 October 1775 (history.navy.mil)

237 Years of Putting Warfighting First (navy.mil)

SecNav Highlights Heritage and Warfighting in Birthday Message to the Fleet (navy.mil)

SECNAV Navy Birthday Message (navy.mil)

CNO Navy Birthday Message (navy.mil)

MCPON’s Navy Birthday Message (navy.mil)

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Six Key Words for CNO Birthday Message: Warfighting First, Operate Forward, and Be Ready (navy.mil)

What is a Teammate?

This past Saturday, October 6, the United States Navy commissioned its newest guided-missile destroyer, the USS Michael Murphy (DDG 112), at pier 88 in Manhattan, New York City.  This ship honors Lt. (SEAL) Michael P. Murphy, a New York native who was posthumously awarded the Medal of Honor for his heroic actions during Operation Red Wings in Afghanistan, June 28, 2005.

Among other distinguished guests, in attendance for the commissioning ceremony were the Mayor of New York City, the Honorable Michael Bloomberg, the Secretary of the Navy, the Honorable Ray Mabus, and Chief of Naval Operations (CNO), Adm. Jonathan Greenert.  Also present was Adm. William McRaven, Commander, U.S. Special Operations Command.  It was Adm. McRaven’s four-minute remarks during the ceremony that stood out to me, and is the subject of this post.

“Michael Murphy represents all that is good about our special operations warrior.  And, to have a fine fighting ship named after him is the highest compliment one could’ve paid to Murph, and all the SOF soldiers and SEALs who perished that fateful day,” Adm. McRaven said.  “In the SEAL teams, the greatest compliment one SEAL can bestow upon another is to call him a teammate.  It’s a simple term, but it conveys everything about how we live, how we fight, and sometimes how we die,” Adm. McRaven said.

What is a teammate?  Watch the video below, and let Admiral William McRaven define it for you.

The following video is a combination tribute to Lt. (SEAL) Michael Murphy and remarks by Adm. McRaven from the ship’s commissioning. Unfortunately, I was unable to embed the raw video from his speech. But, you can find the original video HERE. But, the video I am presenting here is quite touching. Adm. McRaven’s remarks, along with the music and images in the video, make it perfect for this post.

Lt. (SEAL) Michael P. Murphy lived, fought and died a teammate to his shipmates; a teammate to the end.

To the crew of the Michael Murphy, you have a legacy to uphold.  Murph would expect anything bearing his name to be battle-ready at all times; to go in harm’s way when the Nation calls, and to bond together as teammates, knowing that it’s not the metal in the ship that makes you strong, it’s the hearts and souls of her crew that make her invincible.  To the officers and crew of the USS Michael Murphy, may Michael’s spirit steady your resolve and guide your every deed.

Admiral William McRaven

Saturday, October 6, 2012

Commissioning Ceremony

USS Michael Murphy (DDG 112)

 

Related Articles -

USS Michael Murphy Commissioning – full live webcast (youtube.com)

SEAL of Honor (sealofhonor.com)

USS Michael Murphy (DDG 112) on Facebook (facebook.com)

#Warfighter: USS Michael Murphy Crew Honors Namesake (navy.mil)

The Navy SEAL’s Way to Business Leadership Success

Recently, I came across a three part article series entitled, ”From the Battlefield to the Boardroom: A Navy SEAL’s Guide to Business Leadership Success,” on Forbes.com.  These articles were written by Brent Gleeson, a former Navy SEAL and a cast member on NBC’s new reality super show “Stars Earn Stripes.”  Brent’s articles are another example of how military experience and leadership are invaluable when applied to business.

I find Brent’s articles to be quite informative and educational, and I wanted to bring all three articles to you.  In his articles, Brent discusses training, planning, communication, teamwork, managing in a chaotic environment, recruiting great talent & hiring great leaders, and successful leadership traits, among other topics taken directly from his Navy SEAL training and experience.  What is discussed in these articles translates nicely to a business environment.  It is Brent’s thesis that it would be beneficial to any organization to put these critical lessons learned on the battlefield into action in the workplace.  Additionally, he emphasises the importance and value of hiring veterans because of their leadership ability and the skills they’ve gained as members of the United States military.  In these three articles, Brent lays out the battle plan that will make business successful, profitable and victorious.

Below, I present abstracts and links to each of the three articles.

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From the Battlefield to the Boardroom: A Navy SEAL’s Guide to Business Leadership Success

Six Aspects of Military Leadership Critical to Building a Successful Business and Developing a Driven Team (Part 1 of 3)

1. Mission Communication
2. Mission Planning
3. Mission Team
4. Mission Structure
5. Mission Debrief
6. Mission Training

Continue reading “From the Battlefield to the Boardroom: A Navy SEAL’s Guide to Business Leadership Success (Part 1 of 3)” via Forbes.com HERE

Managing in a Chaotic Environment – Building a Team In the Midst of Chaos:  Forging SEAL Leadership (Part 2 of 3)

Originally, Part 2 was going to focus on strategic planning but I thought it would be more appropriate to discuss team building first and address that important topic later.  In this post, I will focus on building the team and managing in a chaotic environment. Most of my readers will probably never serve in the military or be in a combat situation, but we all deal with our own chaotic environments every day. In business, this could be a brand crisis, employee turnover, economic issues, or even externalities that mentally affect your staff. It’s essential that leaders know how to successfully guide their teams through these situations.

There is no better time to have a strong unified team than amidst chaos. That’s the basic principle of the Navy SEAL training program.  Before we can manage a strong team within our organizations, we must build one.

Continue reading “From the Battlefield to the Boardroom: A Navy SEAL’s Guide to Business Leadership Success (Part 2 of 3)” via Forbes.com HERE

Identifying Great Leaders (Part 3 of 3)

The Result of War

Having been at war for more than a decade now, it is inevitable that the U.S. workplace has been, and will continue to be, flooded with men and women leaving the military.  This consistent wave of military veterans entering the workforce is a great opportunity for any organization looking for leaders.

Military men and women are taught leadership skills from their first days in service.  In Part 2, I wrote about SEAL training’s brutal Hell Week and how it teaches the students to immediately learn how to lead under pressure and amidst chaos.  In the SEAL teams, both Officer and Enlisted team members are given incredible amounts of responsibility during training as well as in combat.

Continue reading “From the Battlefield to the Boardroom: A Navy SEAL’s Guide to Business Leadership Success (Part 3 of 3)” via Forbes.com HERE

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About the Author -

Brent Gleeson spent five years in the Unites States Navy as a Navy SEAL.  During his service he completed several combat deployments to Iraq and Africa in support of the War on Terror.  His team’s primary objective was running capture or kill missions working in conjunction with the CIA.  Since leaving the Navy, Mr. Gleeson has become a serial entrepreneur that is passionate about leadership, building companies, and fostering positive change in his community and beyond.  As co-founder and Chief Executive Officer of Internet Marketing Inc. (IMI) it is Mr. Gleeson’s primary focus to oversee brand development and marketing strategies.  As co-founder and one of the primary owners, Mr. Gleeson also leads strategic planning initiatives and recruitment.  Internet Marketing Inc. is currently one of the fastest growing integrated online marketing agencies in the country and is headquartered in San Diego, CA. with offices in Las Vegas, NV and Miami, FL.

Mr. Gleason earned his undergraduate degree in Finance and Economics from Southern Methodist University, studied at Oxford University in England, and earned master degree in real estate finance and development from the University of San Diego.

Brent is also an accomplished public speaker with topics ranging from entrepreneurship and team building to integrated online marketing strategies for growing businesses.

You can follow him on Twitter at @BrentGleeson.

A New Method of Resupplying ~ Putting “I intend to…” into Action

Another excerpt from “Turn The Ship Around! How to Create Leadership at Every Level“, By L. David Marquet, Captain, U.S. Navy (retired), published by Greenleaf Book Group LLC, released today, August 1, 2012:

For context, read the post, ”I intend to…,“ before reading this excerpt.

Chapter 28

“A New Method of Resupplying”

Santa Fe was operating in the Strait of Hormuz and we were running low on oil.  I was “thinking out loud” (one of our mechanisms) with the Engineer in the control room when a solution came from an unexpected place: the newest officer on board.  After listening to a discussion about our need for more oil, Ensign Aviles chimed in. He was manning the periscope and was looking at the contacts around us.  “Hey, that’s a fast-resupply ship. Why don’t we just ask them for some oil?”  I looked at the periscope display and, sure enough, the USS Rainier is transiting through the Strait of Hormuz several miles away.  The Rainier was a supply ship designed to support a carrier battle group.  She carried 2 million gallons of diesel fuel, 2 million gallons of jet fuel, and tons of ammunition and supplies.  All we needed was a few cans of oil. Surely Rainier would have that.

There was a problem.  All ship movements in the carrier battle group were pre-directed 36 hours in advance.  One just didn’t “call up” and get supplied.  But I was curious.  I waved the flashlight around.  “Go ahead, guys, see if you can set it up.”

“I intend to break radio silence to coordinate a resupply from Rainier,” said the Officer on Deck (OOD).

“Very well.”

The OOD called Rainier on the radio, identified who we were, and what we needed.  Sure enough, they would supply us!  Fortunately, Captain Kendall Card, commander of the Rainier, had reinforced with his crew that they were there to support the ships of the U.S. Navy, and that trumped bureaucracy.  I’d never heard of such a thing.  Not only that but the CO invited us to send over any crew members who needed medical or dental checkups beyond what Santa Fe’s Doc Hill could provide.

Rainier had a schedule to maintain; we couldn’t delay long.  If we didn’t get surfaced in a few minutes, it wouldn’t be able to stay around to help us.

The crew sprung to action, to which I gave my immediate assent.

From the Officer of the Deck: “Captain, I intend to prepare to surface.”

Very well.

From the Chief of the Boat (COB): “I intend to muster the small boat handling party in the crew’s mess.  I intend to open the forward escape trunk lower hatch.  COB is Chief in Charge.”

Very well.

From Doc Hill: “I intend to muster selected personnel for dental checkups in the crew’s mess, conducting watch reliefs as necessary.”

Very well.

From the admin officer, Petty Officer Scott Dillon: “Captain, I intend to canvass the crew for outgoing mail and transfer it to Rainier.”

Very well.

From the supply officer: “Captain, I intend to transfer the hydraulic oil from Rainier.”

Very well.

Myriad various activities happened quickly and in a synchronized manner.  Here’s where the training paid off.  There’s no way I would have been able to pull off a plan for conducting this kind of operation and direct it piece by piece.  You could call it speed of response, or reducing the sense-act delay inherent in organizations, or adaptability to change.  Whatever you call it, the crew’s performance allowed us to resupply at sea and continue being a submarine in defense of the country rather than limping into port for a fill up.

*Reprinted with permission from “Turn The Ship Around!: How to Create Leadership at Every Level”, by L. David Marquet, 2012, Greenleaf Book Group Press, Austin, Texas. Copyright © 2012 by Louis David Marquet.

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If you would like to order the book “Turn The Ship Around!: How to Create Leadership at Every Level”, please visit:

Amazon

Barnes & Noble

Books-A-Million

800ceoread

IndieBound

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Related Articles -

“I Intend To” – More Than a Recommendation (championsclubcommunity.com)

How We Made Leader to Leader Work on Santa Fe – By David Adams (leader-leader.com/blog)

Good to Great (A Submariner’s Profile in Empowerment

Turn The Ship Around! A Captain’s Guide to Creating Leadership at Every Level

Up Scope!

Teach Your People to “Think Out Loud” to Enable Them to Maintain Control

In Memory of Dr. Stephen R. Covey (1932 – 2012)

“I intend to . . .”

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“I intend to . . .”

Over the last few months, I have been writing posts featuring David Marquet and his new book, “Turn The Ship Around! How to Create Leadership at Every Level.”  The reason for this is simple: I am fascinated with David and what he was able to accomplish as the Commanding Officer of the USS Santa Fe.  If you have not read the posts about David Marquet, I encourage you to read them first, before continuing to read this post, as it will provide you some background.  Then, come back to continue reading this post:

• Good to Great (A Submariner’s Profile in Empowerment
• Turn The Ship Around! A Captain’s Guide to Creating Leadership at Every Level
• Up Scope!
• Teach Your People to “Think Out Loud” to Enable Them to Maintain Control
• In Memory of Dr. Stephen R. Covey (1932 – 2012)

I was introduced to David in February of this year, through this blog and other social media, and I became acquainted with his leader-leader (leader to leader) philosophy.  He became a fan of my blog, and I became a fan of him and his blog.  David was gracious to share with his blog’s audience posts from this blog.  David even invited me to write a book review for his book reviews section of his blog, such as the post, ”How Would the Marines Run Your Business.”  Over time, David and I have become allies and friends.

This blog, Command Performance Leadership, is about the synergies between military and corporate leadership, and there is no better example of those synergies than David and his leadership philosophy of empowerment and developing leaders at every level.  What he has accomplished throughout his career,  and since his retirement from the United States Navy, is the perfect story for this blog.  David’s message is one that absolutely deserves to be told.

Today, David’s book is officially released, and “Turn The Ship Around!” will be deployed for an important mission: to enlighten leaders, those who aspire to lead, and those formerly known as followers (the people who are leaders without a title).  The book discusses empowerment and how to create leaders at all levels.  I wanted to use this occasion to celebrate this book’s release, and to share a few of the ideas and mechanisms that come right out of the pages of David’s book.  Below, I have ripped a few those pages out of the book for you to read.  I hope that David’s message resonates with you, and that you can use a few of his ideas in your workplace to empower your people, and to create leaders, not followers.

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Chapter 11

“I intend to . . .”

How proactive are senior managers and employees in your organization? Rewording our speech dramatically changed our level of proactivity.

21 January 1999, Pearl Harbor, Hawaii (159 days to deployment)

“Conn, maneuvering, reactor scram!” The reactor had just shut down. The engineer inserted the shutdown deliberately, testing his department’s ability to find and repair a simulated fault.

The Officer of the Deck was my senior department head, Lieutenant Commander Bill Greene, and he was doing all the right things. We had shifted propulsion from the main engines to an auxiliary electric motor, the EPM, to turn the propeller. The EPM can only power the ship at low-speed and draws down the battery.

The ship was coming shallow in order to use its diesel engine to provide electrical power and keep the battery charged until the reactor was restarted. During the long troubleshooting period while the nuclear electronics technicians were isolating the fault, I started to get bored. I fiddled with my flashlight, turning it on and off. Things were going too smoothly. I couldn’t let the crew think their new captain was easy!

I nudged Bill and suggested we increase speed from “ahead 1/3” to “ahead 2/3” on the EPM to give the nuclear-trained enlisted men a sense of urgency. This would significantly increase the rate of battery discharge and put pressure on the trouble shooters to find and correct the fault quickly. At “ahead 2/3,” there is a near continuous click-click-click on the battery amp-hour meter. An audible reminder that time is running out, it’s physically unnerving!

“Ahead 2/3,” he ordered.

Nothing happened.

The helmsman should have reached over and rung up ahead 2/3. Instead, I could see him squirming in his chair. No one said anything and several awkward seconds passed. Astutely noting that the order hadn’t been carried out, I asked the helmsman what was going on. He was facing his panel but reported over his shoulder, “Captain, there is no ahead 2/3 on the EPM!”

I had made a mistake. I’d been shifted to command Santa Fe at the last-minute and unlike every other submarine I’d been on, there was only a 1/3 on the EPM.

I applauded the helmsman and grabbed Bill, the OOD. In the corner of the control room, I asked him if he knew there was no ahead 2/3 on the EPM.

“Yes, Captain, I did.”

“Well, why did you order it?” I asked, astounded.

“Because you told me to.”

He was being perfectly honest. By giving that order, I took the crew right back to the top-down command and control leadership model. That my most senior, experienced OOD would repeat it was a giant wake-up call about the perils of that model for something as complicated as a submarine. What happens when the leader is wrong in a top-down culture? Everyone goes over the cliff. I vowed henceforth never to give an order, any order. Instead, subordinates would say “I intend to….”

Mechanism: Use “I intend to . . .” to turn passive followers into active leaders

Although it may seem like a minor trick of language, we found “I intend to…” profoundly shifted ownership of the plan to the officers.

“I intend to . . .” didn’t take long to catch on. The officers and crew loved it.

A year later, I was standing on the bridge of the Santa Fe with Dr. Stephen Covey. He’d heard what we were doing and was interested in riding a submarine. By this point, the crew had fully embraced our initiatives for control, and “I intend to . . .” was prominently visible. Throughout the day the officers approached me with “I intend to.”

“Captain, I intend to submerge the ship. We are in water we own, water depth has been checked and is 400 feet, all men are below, the ship is rigged for dive, and I’ve certified my watch team.”

I’d reply “Very well” and off we’d go.

Dr. Covey was keenly interested and incorporated this concept into his subsequent book, The 8th Habit.

The Power of Words

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The key to your team becoming more proactive rests in the language subordinates and superiors use.

Here is a short list of “disempowered phrases” that passive followers use:

Request permission to . . .

I would like to . . .

What should I do about . . .

Do you think we should . . .

Could we . . .

Here is a short list of “empowered phrases” that active doers use:

I intend to . . .

I plan on . . .

I will . . .

We will . . .

Later, I heard from a friend of mine who had taught future submarine commanders how frustrated he was by the inability of too many officers to make decisions at the command level. He said that these officers “came from good ships” but would become paralyzed when it came to tough decision-making. I took issue with his categorizing them as “good ships.” By using that term, he meant ships that didn’t have problems—at least that we knew about. But this had obviously been accomplished using a top-down, leader-follower structure where the captain made the decisions. Had those officers practiced “I intend to…” when they were second-in-command, they would have been practiced in decision-making.

This shows the degree to which we reward personality-centered leadership structures and accept the limitations. These may have been good ships, in that they avoided problems, but it certainly was not good leadership.

Questions to Consider

What causes us to take control when we should be giving control?

Can you recall a recent incident where your subordinate followed your order because he or she thought you had learned secret information “for executives only”?

What would be the most challenging obstacle to implementing “I intend to . . .” in your place of business?

*Reprinted with permission from “Turn The Ship Around!: How to Create Leadership at Every Level”, by L. David Marquet, 2012, Greenleaf Book Group Press, Austin, Texas. Copyright © 2012 by Louis David Marquet.

Another source for this excerpt can be found HERE

- If you enjoyed this excerpt, you can read another one.  I posted “A New Method of Resupplying ~ Putting “I intend to…” Into Action” today.

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If you would like to order the book “Turn The Ship Around!: How to Create Leadership at Every Level”, please visit:

Amazon

Barnes & Noble

Books-A-Million

800ceoread

IndieBound

_____________________________________________________________________________________________________________________________________________

Related Articles -

“I Intend To” – More Than a Recommendation (championsclubcommunity.com)

How We Made Leader to Leader Work on Santa Fe – By David Adams (leader-leader.com/blog)

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