Archive for employees

Pithy Points to Ponder (How Do You Motivate Your Employees?)

Posted in Leadership, Motivation with tags , , , , , , , , , , , , , , , on July 30, 2012 by Dale Wilson - Author of Command Performance

A few weeks ago, in the LinkedIn group Innovative Leadership & Change Management Expert Innovators NetworkBrandon W. Jones started a discussion entitled, How Do You Motivate Your Employees?.  Brandon had previously posted an article by the same name on his blog, and was using the LinkedIn group to get a variety of opinions.  Brandon attracted quite a few people, including me, to express their thoughts on the topic of motivation.  I commented on this discussion post in the LinkedIn group, and I wanted to share my pithy point to ponder about motivation with you in this post; to get your opinions and thoughts.

At the end of this post is an absolute goldmine of articles and resources about motivation.  I encourage you to dive into this information, especially if you are interested in further study and research on the subject of employee motivation.  Also, I want to hear what you have to say about motivation and motivating people.  What has worked for you?  Please share your comments in the section provided, at the end of this post.

This post begins a series on the topic of motivation in both the military and corporate environments.

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My Pithy Point to Ponder

Leaders cannot motivate.  Leaders can only provide the positive environment to enable one to be motivated.  Motivation is an internal function of each person.  One can only motivate themselves, given the right circumstances and situation within their environment.  One can only be motivated to do something if they themselves want to do what needs to be done.  Fear, intimidation, and even incentives may not be enough. Internal stress and pressure, or on a positive scale, self-fulfillment, emotional satisfaction and success will be the stimulants and drivers to one’s motivation.

Dale Richard Wilson, Sr.

Blogger @ Command Performance Leadership

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Motivation

In my research for this post, I came across a great article on this topic entitled, “How to motivate employees: What managers need to know,” in Psychology Today.  I think it pins this subject down very well:

How many management articles, books, speeches and workshops have pleaded plaintively, “How do I get employees to do what I want?”  Motivating people to do their best work, consistently, has been an enduring challenge for executives and managers. Even understanding what constitutes human motivation has been a centuries old puzzle, addressed as far back as Aristotle…

…The things that make people satisfied and motivated on the job are different in kind from the things that make them dissatisfied. Ask workers what makes them unhappy at work, and you’ll hear them talk about insufficient pay or an uncomfortable work environment, or “stupid” regulations and policies that are restraining or the lack of job flexibility and freedom. So environmental factors can be demotivating…

…It turns out that people are motivated by interesting work, challenge, and increasing responsibility–intrinsic factors. People have a deep-seated need for growth and achievement…the focus on motivation remained the “carrot-and-stick” approach, or external motivators…

…What do we mean by motivation? It’s been defined as a predisposition to behave in a purposeful manner to achieve specific, unmet needs and the will to achieve, and the inner force that drives individuals to accomplish personal and organizational goals. And why do we need motivated employees? The answer is survival…

John Baldoni, author of “Great Motivation Secrets of Great Leaders,” concluded that motivation comes from wanting to do something of one’s own free will, and that motivation is simply leadership behavior–wanting to do what is right for people and the organization…

…In the July, 2008 issue of the Harvard Business Review, authors Nitin Nohria, Boris Groysberg and Linda-Eling Lee describe a new model of employee motivation. They outline the four fundamental emotional drives that underlie motivation:

1)      The drive to acquire (the acquisition of scarce material things, including financial compensation, to feel better)

2)      the drive to bond (developing strong bonds of love, caring and belonging)

3)      the drive to comprehend (to make sense of our world so we can take the right actions)

4)      the drive to defend (defending our property, ourselves and our accomplishments)…

…In his…book, “Drive,” Daniel Pink, author of “A Whole New Mind,” describes what he says is “the surprising truth” about what motivates us. Pink says that true motivation boils down to three elements: Autonomy, the desire to direct our own lives; mastery, the desire to continually improve at something that matters to us, and purpose, the desire to do things in service of something larger than ourselves. Pink…warns that the traditional “command-and-control” management methods in which organizations use money as a contingent reward for a task, are not only ineffective as motivators, but actually harmful… (see also “Dan Pink: The surprising science of motivation,” a TED Talks presentation)

…Joseph Le Doux, in his book, “Human Emotions: A Reader,” describes new recent brain research that has shown that emotions are the driver for decision-making, which includes aspects of motivation…

*Source – “How to Motivate Employees — What Managers Need to Know” – Published on February 13, 2010 by Ray Williams in Wired for Success – Accessed 30 July 2012 – Psychology Today – http://www.psychologytoday.com/

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Another brief and accurate summary about motivation:

“Different people are motivated by different things. I may be greatly motivated by earning time away from my job to spend more time my family. You might be motivated much more by recognition of a job well done. People are not motivated by the same things. Again, a key goal is to understand what motivates each of your employees.”

Carter McNamara, MBA, PhD, from the answer to myth #4 inClearing Up Common Myths About Employee Motivation

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Since Brandon ignited this discussion, inspiring me to write this post, I wanted to provide Brandon full attribution by listing his various online resources and social media outlets:

LinkedIn: http://www.linkedin.com/in/brandonwjones

Twitter: https://twitter.com/BrandonWJones1

Blog: http://brandonwjones.me/ and “Leadership Done Right” at http://leadershipdoneright.com/

Facebook: http://www.facebook.com/LeadershipDoneRight

YouTube: http://www.youtube.com/user/brandonwjones2

Pinterest: http://pinterest.com/brandonwjones/

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Related Articles –

**HIGHLY RECOMMENDED** Motivating Employees (wsj.com)

**HIGHLY RECOMMENDED** Helping People to Motivate Themselves and Others (managementhelp.org) – From the Free Management Library, you can absolutely get lost in this website with the articles and resources available on the topic of motivation.  I encourage and challenge you to do just that.

Motivating Employees (inc.com) – Great collection of articles about motivation and motivating employees.

Motivation and Retention (entrepreneur.com) – Another good collection of articles about motivation (and retention).

Employee Motivation, Morale, Recognition, Rewards, Retention (humanresources.about.com) – An endless list of links to articles and resources from the Human Resources site on About.com.

Motivating Your Staff in a Time of Change – Want to Know What’s Most Important About Motivating Employees? (humanresources.about.com)

5 Ways to Keep Your Employees Motivated Without Breaking the Bank (forbes.com)

7 Tips for Motivating Employees (inc.com)

The Open Secret To Motivating Employees

20 Ways to Motivate Your Employees Without Raising Their Pay (biztrain.com)

Why Motivation Works … And When (kumardeepak.wordpress.com)

What’s Behind Human Motivation? Leadership Book Review: Meet Your Happy Chemicals by Loretta Breuning (davidmarquet.com)

Thursday’s reads: how to motivate people (has links to four articles on motivation) (davidmarquet.com)

How Do You Motivate in a Community Organization? (davidmarquet.com)

Posts from the ‘Motivation’ Category – Page 1 & Page 2 of Steve Keating’s LeadToday blog

16 Ways to Motivate Employees and to Celebrate Their Successes (majorium.wordpress.com)

Leaders: It’s Not All About the Money (linked2leadership.com)

How Much Money Would It Take To Be Unhappy? (managebetternow.com)

Empowerment (Not Just Another Buzzword)

Posted in Leadership with tags , , , , , , , , , , , , on May 22, 2012 by Dale Wilson - Author of Command Performance

Ronald Reagan once said, “The greatest leader is not the one who does the greatest things.  The greatest leader is the one who gets the people to do the greatest things.”[i]  He also said, “Surround yourself with the best people you can find, delegate authority and don’t interfere…”[ii]

I wanted to use this post to discuss The process of empowerment, the guiding principles of workplace empowerment and empowerment in management.  Empowerment is the process of increasing the capacity of individuals or groups to make choices, and to transform those choices into desired actions and outcomes.[iii]  In today’s workplace, people quite often endure the absence of empowerment and carry on like robots doing as they are told.  Empowerment unleashes an individual’s potential and enhances [their] ability to promote creativity and productivity in the organization.[iv]  Some might call empowerment a buzzword.  But, empowerment is being increasingly embraced by more and more managers and leaders in both the military and the corporate World.  And, quite honestly, people are hungry for empowerment.

Decision-making in many organizations and corporations is currently too top-heavy.  Decisions need to be pushed down to the lowest level possible.  But, in some instances, managers and executives are afraid to relinquish some of their authority.  They feel that doing so would be too risky, fearing that they would have less power, diminished control or might lose their job.  But, the true risk is to not embrace some form of an empowerment process.

Empowering others is essentially the process of turning followers into leaders.  Through empowerment, there are fewer levels of decision-making.   As a result, there are reduced levels of bureaucracy, and organizational pyramids are flattened.  Managers trust employees to make decisions, and the staff trust managers and feel supported in their decisions.  In some instances, procedures and guidelines are generated by the people who perform the work every day.  Through empowerment, good ideas and decisions are implemented faster.  Ultimately, empowerment creates confident and competent employees who are more productive because they are not waiting for approval to make decisions.

PattonGeneral George S. Patton saw empowerment this way:

“Never tell people how to do things.  Tell them what to do, and they will surprise you with their ingenuity.”

Patton believed in exploiting, encouraging, and rewarding individual initiative.  Patton saw leadership as mostly training and motivation.  The object of leadership is to create people who know their jobs and who can reliably supply the how to your what.[v]

But, empowerment is not something you just simply turn on like a light switch among your staff.  You don’t show up one day and say, “you, the people, are now empowered!”  For all involved (leaders, managers, employees, etc.), it is a process of education, knowledge and experience, where the staff is provided the criterion which directs them in making decisions in their respective jobs, areas of expertise and departments.  If the staff has the basic guidelines, they should be able to make educated and informed decisions without having to go to the next level.  As a result, the customer is served, or the mission is accomplished, more quickly and effectively, and managers are freed to make decisions that really require their level of expertise.

It is in this way that all staff has the information they need to be truly empowered to collaborate effectively.  A process is developed to continue the culture change so that there is true empowerment for informed decision-making.  Through this empowerment process, a new organizational culture is established; a culture where management encourages teamwork and risk taking, and employees can establish teams where they see the need.  From this teamwork, creativity and initiative are fostered.

As leaders, we should strive to cultivate leadership not only in ourselves, but in those we are responsible to lead.  As leaders, we shouldn’t think that we have all of the answers.  As leaders, we don’t know everything.  As leaders, we should be surrounding ourselves with capable, knowledgeable people who can take much of the decision-making burden off our shoulders; where employees own their work and are more accountable for outcomes.

As a result of employee empowerment:

  1. Micro-management is virtually eliminated
  2. Productivity in the workplace increases
  3. Creativity and innovation within the organization is cultivated
  4. Employee morale is improved, and there is greater job satisfaction
  5. The leader – follower (management – employee) relationship is strengthened
  6. There becomes an environment where future leaders are developed and nurtured for the future.

When people are empowered with the knowledge and tools to be successful doing their jobs, their confidence breaks down the intimidation of any task, and they are energized to do their jobs well.  When people know that the leash is off their neck, and their boss is not breathing down their neck, they become some of the strongest and happiest people.  Empowerment is about making sure that people are well-trained, they have the tools to do the job, and are given the autonomy to take risks and to think outside the box.  A truly empowered team can do great things, and as leaders we need to stand back and let them succeed.

Copyright © Dale R. Wilson

Footnotes –

[i] Interview with Mike Wallace, 60 Minutes, December 14, 1975

[ii] Ronald Reagan, September 15, 1986, in an interview with “Fortune” magazine, describing his management style – Cover Story: Reagan on Decision-Making, Planning, Gorbachev, and More

[iii] Empowerment – PovertyNet – http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/EXTPOVERTY/EXTEMPOWERMENT/0,,menuPK:486417~pagePK:149018~piPK:149093~theSitePK:486411,00.html – Accessed 2 May 2012 – The World Bank – http://web.worldbank.org/

[iv] Hungry for Empowerment – Posted May 4, 2012 – http://sidtuli.wordpress.com/2012/05/04/hungry-for-empowerment/ – Accessed 7 May 2012 – Sidtuli blog on WordPress – http://sidtuli.wordpress.com/

[v] Axelrod, Alan. Patton on Leadership: Strategic Lessons for Corporate Warfare. Paramus, NJ: Prentice Hall, 1999. Page 165. Also, War As I Knew It (1947) by George S. Patton, “Reflections and Suggestions”

*Portions of this blog post were adapted from a presentation entitled, “Empowerment & Decision-Making – Building a Framework for the Future.”  This presentation can be found at the link http://www.maine.gov/labor/bendthecurve/minutes/empowerment.pdf, through the State of Maine’s Department of Labor website (http://www.maine.gov/labor/), and their Bend the Curve initiative.

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Related Articles and HIGHLY RECOMMENDED Reading –

Hungry for Empowerment (sidtuli.wordpress.com)

6 Steps to Sustainable Leadership: Feedback Mechanisms (linked2leadership.com)

8 Ways to Find Freedom (leadershipfreak.wordpress.com)

10 Strategies for Building Confidence in Others (leadershipfreak.wordpress.com)

Believe in Empowerment? Then Just Do It! (km4meu.wordpress.com)

Delegation and Empowerment (prmarketingcommunication.com)

Enlightened Empowerment (myraqa.com/blog)

The Benefits of Employee Empowerment (cutimes.com)

Cover Story: Reagan on Decision-Making, Planning, Gorbachev, and More (money.cnn.com/magazines/fortune)

Need Some Advice? (managebetternow.com)

Creating A Culture Of Civility (managebetternow.com)

Dropping Keys? (m100group.wordpress.com)

Surround Yourself with High Quality Employees (cambridgeprofessionals.com)

Learning The Softer Side Of Leadership

Posted in Leadership with tags , , , , , , , , on March 14, 2012 by Dale Wilson - Author of Command Performance
An article posted on FastCompany.com on Tuesday, March 13
 
“As a leader, you plan, strategize, and set priorities. Your primary responsibilities, however, are always to inspire, motivate, and empower others. As a leader, you rise above “me” to embrace “we.” 
 
 Learning the Softer Side of Leadership
 
By Gary Burnison | 03-13-2012
 
Leaders’ primary objective is to empower others to make decisions and take actions that are aligned with the organization’s vision, purpose, and strategy. These nuances are the softer side of leadership, beyond the technical skills that you have already mastered.
 

Leadership is the “eighth wonder of the world.” It is better seen and felt than defined and said. It’s easy to intellectualize, but elusive to actualize.

The world’s most impactful leaders in all arenas, from business to government, understand the paradox that although leadership starts with the leader, it’s never about the leader. This wisdom should be emulated and applied by everyone who aspires to leadership.

As the leader, you need to be hands on, but your primary objective is to empower others to make decisions and take actions that are aligned with the organization’s vision, purpose, and strategy. You’re “all in” in terms of commitment, but the spotlight is always on the results of the team. It’s not about you.

Continue reading “Learning the Softer Side of Leadership” via FastCompany.com

Good to Great (A Submariner’s Profile in Empowerment)

Posted in Leadership, Naval Leadership with tags , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , on February 11, 2012 by Dale Wilson - Author of Command Performance

David Marquet is the founder and President of the consulting firm Practicum, Inc., and creator of the blog Leader – Leader (Leader to Leader).  For those of us who are acquainted with David on social media, such as LinkedIn and Twitter, he often posts words of inspiration and motivation that are sometimes offered as points to ponder; things to make you stop and think.  David’s messages inspire the empowerment of engaged people and leadership at all levels.  He encourages leaders to release energy, intellect, and passion in everyone around them; to develop leaders not followers.  This obviously comes natural for David, as he has been an inspirational leader, taking people and organizations from good to great, since his days in the Navy.

A proven practitioner and innovative thinker, David graduated with distinction from the U.S. Naval Academy in 1981, and led a distinguished 28 year career in the United States Navy’s Submarine Force, serving on submarines in both the Atlantic and Pacific Oceans.  He commanded the nuclear-powered fast-attack submarine USS Santa Fe (SSN 763), stationed in Pearl Harbor, Hawaii, and completely turned around the boat.  Under David’s leadership, the crew went from being “worst to first.”  The USS Santa Fe earned numerous awards, such as the Arleigh Burke Award for being the most improved ship in the Pacific, as well as the Battle “E” award for most combat effective ship in Submarine Squadron Seven, and for retention excellence.  David’s bold and highly effective leadership techniques emphasize process over personality and empowerment over ego.  Noted author Dr. Stephen Covey rode USS Santa Fe and discusses one of Captain Marquet’s leadership practices in his book, The 8th Habit.[i-a] [ii-a]________________________________________________________________________________________________________________________________________

Command of the USS Santa Fe –

In early Jan. 1999, the USS Santa Fe experienced a change in leadership that would alter the way many on the crew would exercise leadership.[iii-a]  The crew Marquet inherited was the lowest performing crew in the US submarine fleet.  But it didn’t stay that way.  What Marquet did was change the culture aboard his boat from one of permission to one of intent.  Aboard his boat, his sailors didn’t ask permission, they announced their intentions.  The captain was still in charge and could still affirm or deny the intention, but every action was owned by the person performing the action.  He built in accountability.  The crew aboard the Santa Fe wasn’t just accountable for the results; they were accountable for their actions.  They were not just accountable to some arbitrary metric, they became accountable to themselves.[iv]

Through the process of running the day-to-day functions of the submarine and being trusted to do so, the crew came to understand that principles, not personality, ensured success. When they were trusted to make personnel decisions, relied upon with confidence for information and resources to get the job done, and invited to assertively exercise their individual strengths, they changed the way sailors viewed their jobs. Principles became their guides. Officers no longer waited for the captain to give direction. Instead, they began informing the captain of their intentions.[iii-b]

USS Santa Fe returns from deployment

The crew was united and empowered, and the sailors began to take ownership of the submarine to a degree.  They always held the key to empowerment within themselves. What they did was change their thinking from being followers to being leaders. Their guiding principle of empowerment read, “We encourage those below us to take action and support them if they make mistakes. We employ stewardship delegation, explaining what we want accomplished and allow flexibility in how it is accomplished.” Explaining what was wanted and allowing the chiefs the flexibility to determine how best to accomplish it had a drastic effect on the efficiency of the crew.[iii-c]

The key to empowering people is to not make them followers in the first place. This allows the managers (the chief petty officers) to be decision makers. They are the critical component to the completion of tasks that need to be completed. The sailors on Santa Fe are trained and educated to perform their particular skill sets to an advanced level. Trusting them to be decision makers, giving them access to vital information and supporting them when they make mistakes results in principle-based leaders that continue to grow.[iii-d]

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Capt. L. David Marquet is piped ashore after being relieved by Capt. Joseph Tofalo as Commander, Submarine Squadron Three.

Capt. David Marquet is piped ashore

Captain Marquet went on to command Submarine Squadron Three, a front-line submarine squadron in Pearl Harbor.[ii-b]  Although that tour’s duration was only 13 months, David’s leadership again produced results.  Marquet relinquished command with three of his squadron’s six fast-attack submarines deployed to the Western Pacific, a fact that Pacific Submarine Force commander Rear Adm. Jeffrey Cassias hailed as a huge accomplishment.[v-a]

“That Commodore Marquet is changing command with half of his squadron deployed is just the way he would’ve wanted it,” said Cassias. “It speaks volumes about the great challenges he has tackled during his command of Submarine Squadron 3.”[v-b]

At the time of David’s change of command ceremony Sept. 23, 2005, aboard USS Olympia (SSN 717) at the Pearl Harbor Naval Station, the USS Key West (SSN 722), USS Louisville (SSN 724) and USS Columbia (SSN 771) were deployed, having completed their deployment preparations under Marquet’s command.  Additionally, Olympia completed a deployment in the Western Pacific, while USS Chicago (SSN 721) was nearing completion of its deployment preparations.  The squadron’s sixth submarine, USS Honolulu (SSN 718), was nearing completion of maintenance availability in the Pearl Harbor Naval Shipyard.[v-c]

“Getting a submarine ready to deploy is not easy,” said Cassias. “It requires significant time training and certifying the crew, putting them through an intensive series of drills and inspections, and ensuring the ship is in peak material readiness, as well.”[v-d]

“Deploying four – almost five – of six submarines in a squadron is a great accomplishment for such a short tour,” said Cassias. “It’s something that wouldn’t have happened without a visionary leader at the helm.”[v-e]

Marquet, who was awarded the Legion of Merit by Cassias, credited his commanding officers and squadron staff for his success in preparing submarines to deploy.[v-f]

“It was a little over a year ago that I joined a happy few band of brothers here at Squadron 3, and we had a mission,” said Marquet. “The mission was very simple – the mission was to improve the combat effectiveness of our submarines.”[v-g]

Captain Marquet completed his Navy career running the Navy’s internal think tank, Deep Blue,* where his insightful and provocative analysis is being used to transform the Navy.[ii-c]

With his “Turn this Ship Around!” leadership program, Captain Marquet focuses on the people side of today’s highly technological and complex organizations – providing mechanisms and practices that foster empowerment and initiative; minimize errors and rework; develop leaders at all levels; and embed continuous learning and improvement in the work environment. The result is dramatically improved and enduring operational excellence.[i-b]

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David Marquet Develops Leaders –

Modern business requires moving beyond hierarchical leader-follower structures. The fastest and most effective way to accomplish this is by getting everyone in the organization to think like leaders. Practicum’s leadership development programs and leadership consulting stress empowerment over ego and process over personality. By learning to implement these ideas you will develop leaders throughout your organization and take the first step towards long-term organizational success.

The goal of leadership should be more than organizational effectiveness. Great leadership should:

  • Achieve organizational excellence along with superior morale
  • Embed mechanisms of excellence into the fabric of the organization, thereby creating enduring excellence independent of the leader’s tenure
  • Spawn multiple additional leaders throughout the organization capable of further developing highly successful organizations.[vi]

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David Marquet Delivers the Powerful Message that Anyone Can Be a Great Leader –

Great Leadership requires accomplishing three things. First, it must create a highly effective organization with superior morale. Second, leadership practices must be embedded into the fabric of the organization, beyond the current leader, to create an enduring leadership mentality. Finally, Great Leadership creates an organizational culture that spawns generations of additional leaders throughout the organization.

Accomplishing all three pieces of Great Leadership requires rejecting the traditional notion of leaders and followers, and instead embracing the concept of leaders and leaders. This method of leadership is based on empowerment, not ego, and process, not personality.

Based on his first-hand experience leading and turning around organizations, David Marquet espouses the following three overarching principles:

  • Practical Empowerment: rejecting the notion of leaders and followers, instead having leaders and leaders
  • Technical Competence: having a zealous dedication to preparation and knowing our craft
  • Continuous Improvement: embracing learning as the primary activity of the organization[vii]

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On Friday morning (Feb. 10), I saw one of David’s inspirational posts.  It said, “Leadership is an action, not a position.”  This simple quotation inspired me at that moment, and I thought about what David was saying.  Nothing happens without action.  Too often, people who call themselves ‘leaders’ fail their followers by not leading, and not inspiring action through those followers.  This is one of my biggest pet peeves about leadership, and it bothers me that there are followers out there who are not being properly led.  It bothers me that this kind of leader does not care about the fundamental growth of their followers.  It bothers me that those followers are not finding the success they deserve because they have inept leaders who care only about their next promotion.

The leader-leader movement was started by Mr. Marquet after he saw first-hand the debilitating effects of leader-follower, the limitations of empowerment programs, and the liberating power of treating everyone as leaders.[viii]  His goal is to change the way we interact as humans in a way that nourishes the natural proactivity, initiative, and creative energy of everyone.  His call to action is to develop leaders at every level and to empower people; people throughout an organization.[ix]

My response to David’s quote was this:

“Give a leader a title, he’s only as ‘good’ as his character will allow.

Give a leader a responsibility, he’s only as ‘good’ as his people.

But, give a leader the title of coach & mentor,

and give him the responsibility to develop his people in a servant style,

and he goes from ‘good’ to GREAT.”

Copyright © Dale R. Wilson

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Related Articles –

No Room for followers: A Guide to Creating Leaders at Every Level by David Marquet

Re-Imagining Leadership, Re-Energizing the Workplace by David Marquet

“Empowerment in action” – Santa Fe’s lessons at work in the private sector– By Andy Worshek – Practicum Newsletter, September 2010

If You Want Your People to Perform, Don’t Give Them Permission…Give Them Intent – (http://blog.startwithwhy.com/refocus/)

How We Learn from our Mistakes on Nuclear Submarines: A 7 Step Process – (http://leader-leader.com/blog)

How We Made Leader-Leader Work on Santa Fe (Written by David Adams) – (http://leader-leader.com/blog)

How Does a Manager’s Leadership Style Influence Effectiveness? Provide example (http://leader-leader.com/blog)

Are Businesses Doing Enough to Encourage Leadership within their Organisation? – (http://leader-leader.com/blog)

A SEAL Mission – (http://leader-leader.com/blog)

Marquet Relieves Toti as Commander, Submarine Squadron 3 – (http://www.navy.mil/)

Seven Key Benefits of an Empowered Workplace – (majorium.wordpress.com)

Do You Have Faith in Your People? – (majorium.wordpress.com)_________________________________________________________________________________________________________________________________________

*In my research of the Navy’s think tank, Deep Blue, I found the following article in the February 2006 issue of Seapower (Vol. 49, Number 2, page 6), The official publication of the Navy League of the United States, which discussed the broader role of Deep Blue as dictated under Admiral Mike Mullen (at the time, Chief of Naval Operations, and former Chairman of the Joint Chiefs of Staff):

A Broader Role For Deep Blue

Deep Blue, an internal Navy think tank founded in the wake of 9/11, is being given a far broader role within the service by Adm. Mike Mullen, chief of naval operations (CNO).

Deep Blue’s primary bailiwick was to provide the CNO with ideas about how to better support joint combat operations and advise him on his roles as the Navy’s service chief and a member of the Joint Chiefs of Staff.

But Mullen has expanded its purview to include short-notice staging of naval and joint force maritime component commanders to provide “deliberate, contingency, crisis and exercise planning.” Top officials of Deep Blue began reaching out months ago to Navy component commanders to support their planning needs and bolster tepid support within some sectors of the Navy. The office now is internally being revamped to handle its broader role under Mullen’s aegis.

Deep Blue’s new role is envisioned as similar to that of Checkmate, the lair of Air Force air and space power strategists that provides the Air Staff and warfighters with options that are logistically supportable and politically feasible. Founded in the mid-1970s, Checkmate provides research, analysis, operational planning and strategic concepts development.

Rear Adm. (Sel.) Philip H. Cullom, Deep Blue director, told Seapower that the office’s “CNO-directed realignment is consistent with its latest portfolio of current projects, which includes operational plan development, introduction of new technology to the fleet, global war on terrorism initiatives, naval operational concept development, the use of advanced analytics in data management and a number of classified efforts.”

Deep Blue’s broader mission includes projects such as real-world planning in the Pacific and maritime security operations in the Arabian Gulf.[x]

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Footnotes –

[i-a,b] http://www.afcea.org/events/west/09/documents/MarquetDavid.pdf – The Armed Forces Communications and Electronics Association – West 2009 – Documents: David Marquet – Accessed 10 February 2012 – http://www.afcea.org/

[ii-a,b,c]Practicum Inc. – About Us”http://www.practicuminc.com/about-us/ – Accessed 10 February 2012 – Practicum, Inc. – http://www.practicuminc.com/

[iii-a,b,c,d] “Empowerment in Action – Santa Fe’s Lessons at Work in the Private Sector” – By Andy Worshek – Practicum Newsletter, September 2010 – http://www.mynewsletterbuilder.com/email/newsletter/1410479805 – Accessed 10 February 2012 – Practicum, Inc. – http://www.practicuminc.com/

[iv] “If You Want Your People to Perform, Don’t Give Them Permission…Give them Intent” – By Simon Sinek – Posted 01/30/2009 – http://blog.startwithwhy.com/refocus/2009/01/if-you-want-your-people-to-perform-dont-give-them-permissiongive-them-intent.html – Accessed 10 February 2012 – Re:Focus (Simple Ideas to Help You Thrive) – http://blog.startwithwhy.com/

[v-a,b,c,d,e,f,g] “Marquet Hands Over Reins of Submarine Squadron 3” – By Lori Cravalho – Commander, Submarine Force, U.S. Pacific Fleet Public Affairs – Story Number: NNS050924-02, Posted 09/24/2005 – http://www.navy.mil/search/print.asp?story_id=20287&VIRIN=28525&imagetype=1&page=1 – Accessed 10 February 2012 – NAVY.mil (Official Website of the United States Navy) – http://www.navy.mil/

[vi] “Welcome! Practicum Develops Leaders”http://www.practicuminc.com/ – Accessed 10 February 2012 – Practicum, Inc. – http://www.practicuminc.com/

[vii] “Programs”http://www.practicuminc.com/programs/ – Accessed 10 February 2012 – Practicum, Inc. – http://www.practicuminc.com/

[viii] “Leader-Leader Blog – About”http://leader-leader.com/blog/about/ – Accessed 10 February 2012 – Leader-Leader (The Movement) – http://leader-leader.com/blog/

[ix] “David Marquet – LinkedIn Profile”http://www.linkedin.com/in/davidmarquet – Accessed, via subscription to LinkedIn and authorized connection with Mr. Marquet, 10 February 2012 – LinkedIn – http://www.linkedin.com

[x] “A Broader Role For Deep Blue”SEAPOWER Magazine (The Official Publication of the Navy League of the United States), February 2006 (Vol. 49, Number 2, page 6) – http://www.navyleague.org/sea_power/feb06-06.php – Accessed 10 February 2012 – Navy League of the United States – http://www.navyleague.org/

Photo Credits –

Capt. L. David Marquet is piped ashore after being relieved by Capt. Joseph Tofalo as Commander, Submarine Squadron Three – photo by Lori Cravalho, Commander, Submarine Force, U.S. Pacific Fleet Public Affairs – http://www.navy.mil/view_single.asp?id=28525 – Accessed 10 February 2012 – http://www.navy.mil/
David Marquet and USS Santa Fe Returning From Deployment – Practicum, Inc. – Accessed 10 February 2012 – http://www.practicuminc.com/
USS Santa Fe Logo – USS Santa Fe (SSN 763) – http://www.csp.navy.mil/subssquadrons/santafe/santafe_homepage.shtml – Accessed 10 February 2012 – Commander, Submarine Force U.S. Pacific Fleet – http://www.csp.navy.mil/

Decision-Making in the New ‘Leadership Organization’

Posted in Leadership, Video of the Week with tags , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , on January 26, 2012 by Dale Wilson - Author of Command Performance

Last Friday, I posted Leading The Charge: Leadership Lessons from the Battlefield to the Boardroom as the Video of the Week.  The video featured General Anthony Zinni, retired four-star Marine Corps General and a former Commander-in-Chief of U.S. Central Command (CENTCOM).  If you haven’t seen that post yet, please take some time to view it.  If you do not have the time to watch the video, I have provided a comprehensive summary of what General Zinni said in his lecture.

In that video, at the very end, following his lecture, around the 50th minute, General Zinni conducted a question and answer session with the audience.  A few of the questions were focused on World affairs and military actions in Afghanistan.  However, the second question that was asked (at approx. minute 56:43) led to one of the most poignant and educational messages of the entire video.  The answer that General Zinni provided compelled me to write this post.  I summarize the question and its answer below:

Question – Military teaches that leadership is a two-way street.  However, that thought process seems to be missing in the civilian sector.  Corporate executives are often viewed as ‘first in the chow line.’  How can we change this culture?

Anthony Zinni.jpgGeneral Zinni’s AnswerWhat’s important is how you view the leadership in your organization.  If you view the leadership as top down, the leadership is a structure – there is a line and a chain – There are designated bosses.  So, leadership in your organization is through that line, through that chain, through those tiers, through those individuals, and comes from the top and goes down to the bottom, which is a common way people think about it.  You’re missing the boat.

Think about your organization, in total, as a leadership organization, where you invite participatory involvement in decision-making; where people at every level, from the sides and the bottom, have a voice and a view, and are permitted and encouraged to provide feedback.  If you delegate more, if there is more distributed decision-making, then you see an organization that is a ‘leader organization.’

When we went to the all-volunteer military, after the Vietnam War, we changed to that model.  And, what became important, when we used to give an operations order, the commander gave a mission statement and a set of tasks.  And, we added to that what was called “Commander’s Intent”; the intention of the commander.  That overrode the tasks and the mission, because you were given a set of missions and tasks that were based on what you knew at that moment.  Like everybody knows, no plan survives the first shot that is fired.

By giving that intent, by making sure your unit and your organization understood your style of leading – what your expectations were – what you wanted to achieve – what you hoped those tasks would achieve – if those tasks don’t work, the freedom of subordinates to act within the intent, and not to the letter of the law.

In many ways, this is what frustrated our enemies.  The Soviet system was pure “top down.”  The commanders at the smallest levels did not have transmitters in their combat vehicles; they could only receive.  We wanted sergeant’s and corporal’s to input and respond.  We wanted to have a pool system; “tell me what you’re seeing up front?”  To take independent action, but it was very difficult because you had to create a culture and an understanding of where we were heading.  Everybody knew where we were heading and what we wanted to do.

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General Zinni then proceeded to talk about when he was a regimental commander, talking to his junior officers who wanted to know what ‘intent’ meant.  He said to them, in a role-play-oriented conversation:

“Lieutenant, when you’re sitting on a hill, and you have no communications, you’ve executed your last mission and you don’t know what to do next, you’re going to say to yourself, “What would Colonel Zinni want me to do right now?”  And, you’d be able to answer that question, and act.  And I would have known I had succeeded in communicating intent, creating an environment (an organizational environment) that we understood how we operated.  That would have been a successful way we do business.”

(That lieutenant) is part of the leadership.  He isn’t just the receiver of instructions, he is an executor of intent.  He provides leadership; sometimes laterally, sometimes from the bottom up.  He makes recommendations.  He doesn’t just report.  “Don’t just tell me what you see, lieutenant, tell me what YOU think should happen up there.”  He has a say.  It’s integrated into the decision-making process. 

So, the answer has to be, and what the military learned through tough experience, the hard-line monkey tree doesn’t work.

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What was General Zinni referring to, a ‘monkey tree’ organization?  Much earlier in the video, General Zinni described the “Monkey Tree.”  It goes like this:

“The leadership chain-of-command is like a tree full of monkeys.  When you look from the top down, you see a bunch of smiling faces.  When you look from the bottom up, the perspective’s a little different.”

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Not everybody gets it in the military yet.  You want to change that perception from the bottom up.  (Everybody is part of it).  It’s a leadership culture – it’s a leadership organization, as opposed to a leadership structure that just comes top down.  That’s the philosophy and the way we’ve got to approach leadership in successful organizations today.

That SEAL Team Six leader has to make decisions on that ground, he doesn’t have the next command up – the next command up – the next command up sitting next to him.  How does he make those decisions?  He is what we call in the military “the strategic corporal”; that young NCO (non-commissioned officer) on a street corner can make or break the entire operation if he makes a bad decision.  A (video or television) camera is going to be right on him.  (For example), those NCO’s at Abu Ghraib devastated the mission and the good work of thousands of troops by a lack of leadership and a lack of understanding what they were doing.

The organization has to be all glued in to the same intent, and have buy-ins and believe they are part of the leadership, and have input and have a say.  That’s the way we have to change the culture in that kind of environment.

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That concludes the General Zinni portion of this post.  But, regarding decision-making, taking action, and risk-taking, I wanted to bring General George S. Patton, Jr. into the discussion.  To hit upon each of these topics, below I present General Patton’s philosophy –

PROVIDE CREATIVE SPACE –

“Never tell people how to do things.  Tell them what to do and they will surprise you with their ingenuity.”

Patton believed in exploiting, encouraging, and rewarding individual initiative.  Patton saw leadership as mostly training and motivation.  The object of leadership is to create people who know their jobs and who can reliably supply the how to your what.

Source – Axelrod, Alan. Patton on Leadership: Strategic Lessons for Corporate Warfare. Paramus, NJ: Prentice Hall, 1999. Page 165.

INDECISIVENESS –

“In case of doubt, ATTACK!!!”

Instead of waiting to see what might develop, attack constantly, vigorously, and viciously.  If you’re standing around trying to figure out what is happening or what the enemy is up to, you are making one hell of a good target out of yourself and your men.  Never let up.  Never stop.  Always attack.  “L’audace, l’audace, toujours l’audace.*

Source – Province, Charles M. Patton’s One-minute Messages: Tactical Leadership Skills for Business Management. Novato, CA: Presidio, 1995. Page 46.

* Translation is, “audacity, more audacity, and even more audacity.”  Audacity, if you look in a thesaurus, also translates to boldness, daring, courage, bravery and nerve.  So, when in a position of indecisiveness, “L’audace, l’audace, toujours l’audace.”

TAKING ACTION and AVOIDING INACTION –

“Lack of orders is no excuse for inaction.”

It’s everyone’s job to strive unceasingly toward goals and objectives to ensure total victory.  Don’t think that you’re finished just because you’ve reached one objective.  Don’t wait for orders to continue the battle.  While you’re working and fighting for the current objective, you must be planning for the next assault.  History is full of tragic accounts of campaigns lost because leaders stopped on the wrong side of a river, because they didn’t have the initiative to exploit the advantage of a battle just won, and because they failed to obey the basic requirement to constantly be on the offensive.  Patton said, “I assure all of my officers and soldiers that I have never and will never criticize them for having done too much.  However, I shall certainly relieve them for doing nothing.”  When orders fail to come, they must act on their own best judgement.

Source – Province, Charles M. Patton’s One-minute Messages: Tactical Leadership Skills for Business Management. Novato, CA: Presidio, 1995. Page 55.

RISK-TAKING –

“Take calculated risks.”

The key word here is calculated.  Almost everything in life is a risk to some degree, especially the outcome of a battle.  If you have well-trained soldiers, you have a good chance of winning, even though the odds may not be in your favor.  The key to a calculated risk lies in the esprit de corps of your soldiers.  If you and your enemy have a parity of resources in weapons, supplies, and men, the purely statistical chances of winning will be fifty-fifty.  However, If your men are well-trained, are highly motivated, have good morale, and possess a fighting and winning spirit, they’ll have what it takes to tip the scales and make the fight ninety-ten in your favor.  You’ll most probably win.  Your soldiers’ good morale and winning attitude can allow you to take a calculated risk.

Source – Province, Charles M. Patton’s One-minute Messages: Tactical Leadership Skills for Business Management. Novato, CA: Presidio, 1995. Page 77.

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Copyright © Dale R. Wilson

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

Posted in Video of the Week with tags , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , on January 20, 2012 by Dale Wilson - Author of Command Performance

Presented by General Anthony Zinni, USMC (ret.)

The Video of the Week

Video Length = 1:08:57

General Anthony Zinni is a retired four-star Marine Corps General and a former Commander-in-Chief of U.S. Central Command (CENTCOM) and the current Chairman for The Spectrum Group.  He graduated from Villanova University with a degree in economics.  He has attended the John F. Kennedy Special Warfare Center and School, Amphibious Warfare School, Marine Corps Command and Staff College, and the National War College. He holds a bachelor’s degree in economics and two Master of Arts degrees, one in international relations and another in management and supervision.

After his retirement in 2000, General Zinni served his country as the U.S. Peace Envoy in the Middle East and as the Special Envoy to the Henri Dunant Centre for Humanitarian Dialogue (Indonesian, Philippines and Sudan peace efforts), and was an instructor in the Department of International Studies at the Virginia Military Institute.  In the Spring of 2008, he joined as an instructor at the Sanford School of Public Policy at Duke University, where he became the Sanford Distinguished Lecturer in Residence, and currently teaches a course at the Hart Leadership Program.  He is also a public speaker, and an author of two best-selling books on his military career and foreign affairs; Battle for Peace: A Frontline Vision of America’s Power and Purpose and Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom, as well as his memoir, Battle Ready, co-authored with Tom Clancy

In today’s video of the week, General Anthony Zinni, USMC (ret.) is speaking at the 2nd Executive Leadership Forum of the George C. Marshall Foundation, on May 4, 2011, at the Townsend Hotel in Birmingham, Michigan.  If you don’t have the time to view the entire video, I have summarized it below.  But, I encourage you to watch the entire video; maybe watch it in 15 minute sections.

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General Zinni was asked to teach a course for senior undergraduates at The Sanford School of Public Policy (Sanford Leadership Center) at Duke University.  At the same time, a publisher he was working with wanted him to write a book about leadership.  At first, he thought that anything that he could write about leadership had already been written.  He wanted to write about the leadership of today.

When researching to write his book, General Zinni found that there were three kinds of leadership books:

1)      Reflections on leadership by great leaders

2)      “Feel good”  and motivational books

3)      Text Books

In General Zinni’s previous book, “Battle for Peace,” he had written about how the World had changed since the collapse of the Soviet Union, in the last twenty years.

1)      The rise of globalization

2)      The rise of information technology

3)      Mass migrations

4)      The urbanization of humans around the World

The book discussed how these things were impacting every facet of our lives.  Not just the way we govern, and the politics, but also in business.  Although he saw some traditional strong leadership traits that can be carried over to today, he recognized that the kind of leadership that was needed might be different; this is a different World.  Does it present different challenges and different requirements?  The challenges that leaders face today are much different, much more involved and much more complex than they were 20, 30, 40, or 50 years ago.

What is 21st Century leadership?  How is it different?  Where is it the same?  Who is succeeding and who is failing?  What do people think about leadership?  What do those who we lead think about us?

General Zinni wanted this leadership book to be across every spectrum of society in leadership, not just political leadership, or business leadership, or military leadership.  He researched a variety of surveys conducted by many institutions that studied leadership; surveys that take the pulse of the people about how they feel they are being led.  He approached Harvard, The University of Maryland, and many other institutions to see what people are saying about leadership.

In the 2008 Results of these surveys,  80% of the people said that we had a crisis in leadership in our society.  When looking at the breakdown of the surveys, not one element of leadership in our society  achieved over 50% approval rating; not political leadership, not religious leadership, not business leadership.  He was shocked that this is how they felt about it.  He thought that maybe some of this could be attributed to the economy; some of it to the pessimistic view people have now; things don’t seem to be going that well – maybe politically, maybe our foreign policy, maybe some of the business and economic disasters, or military issues.

This caused General Zinni to ask why?  Why is this happening?  The first thing he wanted to find out was why are leaders failing?  Why is there a sense of broad failure?  Why do leaders fail?

He didn’t want the book to be anecdotal.  He didn’t want it to be a personal opinion.  He wanted to base it on his own research.

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General Zinni found that there is one of three reasons leaders fail –

1)      Lack of confidence

2)      Lack of caring for their people

3)      Lack of the appropriate personal conduct

CONFIDENCE –

Today’s World is much more complex and difficult.  The amount of things people need to know is far greater.  The amount of skills you need to have to be a leader in any field is far greater.  Regardless of what you do for a living, your knowledge base has to be broader.  Successful leaders have to mushroom out, and need to possess skills and knowledge their predecessors never had to have.

General Zinni, when he first left the military and entered the business World, was an executive vice president working for a CEO who was ‘schooling him up’ on the World of business.  This CEO told him, “one thing we don’t like in business is tall, thin people.”  Zinni explained that these are people who have great leadership potential, but grow up in a narrow area.  People who possess a talent or a skill that everybody recognizes, who all of a sudden finds themselves at the top, and they realize that the narrow base that, for decades, they had been successful in isn’t sufficient.

Successful leadership development programs identify leaders early on and expand their base of knowledge early on.  Companies are taking potential leaders of the future and placing them in one department or area of focus, such as finance or accounting.  Then, after about a year, moving them into possibly marketing, or another fundamental discipline of the company; to spread them out and expand their knowledge and broaden their experience.

Being competent is much more difficult because the requirement to be much more knowledgeable, to be technically proficient, to have a broad-based education, and to continue to learn.  Leaders that succeed never stop learning.

CARING AND TAKING CARE OF PEOPLE –

We lead a very different workforce today.  It is most significant in its diversity.  Today’s diversity goes two ways:

1)      Racial, origin/ethnic, gender, sexual orientation, etc.

2)      Generational (silent generation, baby boomers, millennials, generation x, generation y, and the new silent generation)

Their upbringing and their environment have shaped them in a very different way.

In the Marine Corps, they say every Marine is green.  General Zinni insists they’re not all green.  Each of them is different.  Everybody’s (push) buttons are different.  The leaders that are successful can touch those buttons.  It’s been said that every individual is a story.  The great leaders want to know all of those stories.  That’s how you connect to everybody.  Organizations have to shape their leadership to fit that diversity; to fit that individualism.  Leaders have to understand where those differences are, and why they are different.  People respond to different motivations.

The greatest act of respect is listening.  How much time do we spend listening to those that work for us, or those we are responsible for?  That act of listening is the most significant thing.  And, that brings the leader the greatest respect, if you show interest in who they are, what they are, how they think, and how they care.  And, their feedback into what is being done.

The organizations, institutions, and companies that are interested in these things tend to be much better.

PERSONAL CONDUCT –

We live in a World that is under greater scrutiny.  Personal conduct, ethical behavior, and moral behavior have greater focus and greater attention.  Even though that is the case, there are still leaders who still do not get it.  There are still leaders who don’t understand that their personal conduct is under direct scrutiny, and it reflects on the organization.

The organizations that tend to succeed, and the leaders who tend to succeed, are interested in feedback at every level, and interested in developing subordinates.  The demand for counseling, mentorship, and coaching has been the greatest change in organizational and individual development.  Organization programs that focus on young, developing leaders to:

1)      Understand themselves

2)      Have greater self-awareness

3)      Understand who they are

4)      Understand where their leadership levels are

5)      Understand where their skill levels are

6)      Help them identify their limitations

7)      Identify the good things, and capitalize on the good things

Organizations have to work with these young leaders and have to provide the means for them to develop their skills.  These young leaders have to see, interact with and get to know senior leaders that have succeeded that they can relate to.  They need to be paired up with people who have the skill or knowledge that they have limitations in, to help develop it.

Putting young future leaders in a ‘no harm, no foul’ situation; where they were put in a leadership environment and allowed to make mistakes; where you wanted to hear how they felt about themselves; to learn where their limitations might be; to be open and honest with them, but not in a way that it was going to affect their evaluation in any way.  All of this so that you can help them improve.  That takes a lot of trust from both the young leader and the coach/mentor.  Young leaders need to get this feedback, and get that feedback from someone they can trust to help develop them.

Successful leaders today are willing to admit what they need to work on, and they work on those things.  They don’t try to hide them or protect them.  And the organizations they work for help them with that process.

Great leaders today are great communicators.  They can communicate internally and externally; and, very effectively.  They’re the voice.  They give the vision.  The people of the organization can relate to them, and the leader has a personality that comes across.  Leaders don’t fear that communication.  The communication is constant.  Especially in an environment where there might be fear and uncertainty.  Hearing the leader’s voice becomes critically important.

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CRISIS AND CHANGE –

Every organization goes through crisis or change.  Crisis and change both have the same effect on an organization.  Managing your way through crisis and change is the mark of a good leader.  These leaders who guide organizations through crisis or change understand their organization.

The most successful organizations have become flat in their structure, streamlined, and flexible.  They team and restructure themselves as the demand requires; the demand from their customers, demand from their competitors, etc.  They are constantly changing and morphing.

General Zinni told a story about a small software company that he had come across that regularly restructured and reorganized; weekly, sometimes daily.  This restructuring may have been based on the demands of their contracts (what they had to do, and what the tasks were to deliver on the needs of the customer).  This company was unafraid to move around lines of authority, and change teams and restructure.  That is the ultimate in flexibility and adaptability.  This is not easy to do in any size or type of organization.  The old days of having one person in charge, one solid line of accountability and authority no longer exists.

Now, there are webbed or matrix organizational structures, where teams are temporarily built for a particular purpose, and then readjusted.  The military has learned that lesson and operates this way.  The way the military fights and goes into different missions doesn’t reflect their peace-time or structure is.  The old Napoleon staff system (Napoleonic structure staff), which the military had relied on for decades and centuries, is still reflected a lot in the business World or in government; it doesn’t work anymore.

General Zinni commented on when he was commander of U.S. Central Command in Iraq, managing the war in his headquarters in the war zone, his superiors, including the President of the United States, had the ability to see right into the battlefield.  It prevented him the opportunity to give context to what they were seeing on the battlefield.  But, it is the reality of the technology we have today.  Being beamed into the White House Situation Room, and the living rooms of every American, is something that is raw that doesn’t have the opportunity of time and analysis to go through to put it in context.  That is the World we live in.  You can get lost in the shuffle, get behind the power curve, or lost in time if your organization has too many tiers.  Organizations now don’t need it because of the technology out there.

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TECHNOLOGY TODAY –

The leaders today that can master technology, particularly communication and information technology, tend to do best.  Technology is changing so rapidly that systems that might be current and useful to an organization now might become obsolete in a very short period of time.  It gets expensive.  But, technology dominates our World.

There are pros and cons to technology’s advancement and dominance.  The pros are that it flattens the organizations, allows for greater span of control, and it provides you with more information.  The cons are that it requires speed to react to, and it can be overwhelming.  Through this, we’ve lost the ability to think, analyze, and strategize.

Companies are receiving tons of information, and they are responding to it in knee-jerk reactions.  They fall into the trap that faster is always better.  Sometimes it is.  Sometimes 80% solutions given in time are better than 100% solutions now.  But, it becomes a trap, and there is no thinking that goes on.

The new generation (with email, texting, Twitter, Facebook and many other social forums) is receiving literally thousands of pieces of information, and transmitting thousands of pieces of information.  General Zinni is concerned with what goes on between the reception and the transmission; “Are there any brain cells being engaged.”  The ability to process the information is symbolic of our World.

General Zinni, when he was the commander of Central Command, had to conduct video teleconferences with his field commanders around the World.  It might be 3:00 in the morning wherever these participants were during these video teleconferences.  Zinni, looking at all of these different screens, is trying to give them direction and guidance, and he is trying to look into their eyes and see if they got it, if there’s some uncertainty, or lack of understanding.  In his opinion, the certain technology has affected the personal touch necessary in communicating with people.  Some people need (require) that personal touch when communicating with others.

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STRATEGY –

Strategy is a lost art.  We no longer think strategically.

It starts with an organization’s vision statement; what and where does the company want to be five and ten years from now?  CEO’s are too focused on the next fiscal quarter.  Companies operate from quarter to quarter without having a vision for the long-term.

Leaders have to have a long-term vision and strategy; for leaders to know where they are going, and they know how they want to get there.  They know what the goals and objectives are, and the action plans that will accomplish them.  They know how to allocate their resources to make things happen.  Any organization that is operating short-term, while losing site of the long-term, is heading for big trouble.

It is not only important to plan for the long-term, but to communicate it to everyone in the organization; to give them a sense of where they are heading.  It helps build some of the confidence against that apprehension that they have in this kind of environment.

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VALUES –

The leaders today that are successful also have a strong set of values; they have a code.  They have a personal code, and a code on how an organization is going to be run.  The code is more than the standards of conduct posters on the wall.  Some companies are quite proactive to give their employees multiple choice tests online on company ethics, and then show the companies statistics of knowledge on the standards of ethics within the organization.  What these things don’t tell you is if the people are living and breathing that kind of ethical behavior.  Is it really permeating and understood within the organization.  As a leader, you want to know the true behavior of your people.

You can’t run a large organization without problems and issues.  Sometimes people are well-meaning, and might compromise on standards because they think they’re doing something better for the company, or they’re willing to take a short cut to get something done.

How much do the senior leaders demonstrate personally the standards of conduct and values?  It means a lot to the employees, because they have certain expectations and images of them.  If the boss takes shortcuts, or is willing to compromise the values, then there is no ethical system within the organization.

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CRITICAL THINKING –

At the Marine Corps University, they teach course on how to think; critical thinking, systems thinking, creative thinking.  They teach how to do an analytical assessment of the issues and problems you might face.

In many companies, the big boss says, “we have a problem,” and calls all of the middle managers into the conference room.  Everybody gathers into the conference room and the boss says, “We’re going to solve the problem.”  But, nobody stops to define the problem.  Nobody stops to determine what they are exactly trying to get at; what are we facing?

It’s important to stop and define the issue and problem.  Sometimes it is not the problem you thought it was; it could be worse, it could be less.  It could be a different problem altogether.  Sometimes it might not even be a problem.

Actionable Intelligence – You have raw intelligence, but it has to be analyzed and put together in a way that leads you to be able to make the decisions and the actions necessary to resolve the issue.

Analysis – To tackle the problem, you’ve got to break it down and analyze it.  You have to break it down into its parts.  Then, you synthesize it and put it back together in a way you can use it; a way that is meaningful to the problem solvers.  Synthesis is part of the analytical process.  Then, you have to look at the issue within its context.  The analogy would be that we all live within a system; and we live within a system of systems.  You can’t pull something out and look at it in isolation, because it affects a number of other things.  When you try to deal with a problem in isolation, you don’t know how it will impact the other parts of the system.  You’ve got to analyze what part of the system it is, and how does that system interact with other systems.

Analytical Decision-Maker –When you learned to drive a car, you were an analytical decision-maker.  You have a lot of information and data coming at you from all different directions and you have to make decisions in a reactionary way.  You looked at a situation, analyzed it, and then decided the proper (and safe) course of action.

Recognitional Decision-Maker – You’ve been through so many different situations over and over again over time that you can recognize what is going on, or what is going to happen, and know what you need to do.  These become decisions that at some point you don’t even think about it, you just know what to do.  There are patterns that you see, and you see them accurately.  You can see these patterns, and you understand, from examined experience, where it is taking you.

Intuitive Decision-Maker – These people know, with a quick glance, what course to take.  They understand the intangible parts of a situation.  They have a sense of a situation that comes from extensive experience and knowledge.  They develop their ability to make decisions through an analytical, recognitional to an intuitive process.  You’ve learned lessons from what you’ve gone through and can make intuitive decisions.

To develop leaders to become critical thinkers and good decision-makers, companies should put future leaders into actual experiences and pressure situations, learning lessons from what they’ve been through, to help them build up a bank of capabilities.  General Zinni emphasized this by talking about his experience in Vietnam as a 2nd Lieutenant.  Today, 40 years later, he still looks back on that time and those experiences, and draws lessons from those experiences.  These are lessons he has come to realize over time, and after reflecting on other experiences he’s had throughout his career.  He has had the ability to analyze things in a broader context due to how he developed, matured and was educated.  Now, he can see things, and draw a lesson from them that he might (or could) not have been able to do immediately afterward.

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In the 21st Century, it is a much more complicated, complex World.  When a remote thing happens in the most isolated part of the World, it affects everybody.  Why would we be in a situation where a bunch of rag-tag people living in mountains and hills in Afghanistan cause the World to turn totally around, and affect everything we do?  Ultimately, down to our businesses and to the way our government reacts, our foreign policy, how we’re viewed around the World.  It’s the nature of the World now.  There are no small things that go on in the World.  It’s a much more confused World.  This World has become too complicated.

Education and curiosity – curious leaders try to understand everything.  Leaders have to have a broad base of interests, not just focus on one part.

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At the very end of the video, around the 50thminute, General Zinni conducted a question and answer session with the audience.  For the most part, the questions were primarily focused on World affairs and military actions in Afghanistan.  However, the second question asked (at approx. minute 56:43) led to one of General Zinni’s most poignant, thought-provoking, and on target messages of the entire video (the answer runs through minute 1:01:33).  If you haven’t watched the video, or haven’t gotten that far into the video, I encourage you to look at this specific part of it while you’re reading this post.  His answer was so good, I have decided to discuss this single piece of the lecture in a separate blog post, because the topic deserves its own separate forum.

The question was, “Military teaches that leadership is a two-way street.  However, that thought process seems to be missing in the civilian sector.  Corporate executives are often viewed as first in the chow line.  How can we change this culture?”  Next Week, we will continue with General Zinni’s answer to this question and some further analysis.

Copyright © Dale R. Wilson

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Sources –

“Anthony Zinni”http://en.wikipedia.org/wiki/Anthony_Zinni – Last modified on 13 January 2012 – Accessed 19 January 2012 – http://en.wikipedia.org/wiki/Main_Page

Core Values

Posted in Core Values, Leadership with tags , , , , , , , , , , , , , , , , , , , , , on December 28, 2011 by Dale Wilson - Author of Command Performance

Whoever you are and wherever you fit into an organization, core values are the basic guide to how to conduct yourself in your day-to-day activities, and how you work together as a team to improve the quality of your work, your people and yourself.  Core values are much more than minimum standards.  They inspire us to do our very best at all times.  They are a common bond among all people, and are the glue that unifies any group.

The United States military is dedicated to core values to build the foundation of trust and leadership upon which their strength is based and victory is achieved.  They are the principles on which each military service was founded, and they continue to guide them today.  Service members understand and live by these core values, and have stood ready to protect the nation and its freedom; ready to carry out any mission, to deter any conflict around the globe, and if called upon to fight and be victorious.  They are faithful to these core values as their abiding duty and privilege. 

The core values I will be discussing are the elements of character that lay the foundation of leadership and followership in any walk of life.  They are the valuable traits, virtues and competencies that make great people and successful organizations.  As you will see, these core values are intertwined, and are uniquely related to one another.  They become the standard for behavior that should never be compromised. 

DUTY

Duty is the legal or moral obligation to accomplish all assigned or implied tasks to the fullest of your ability.  Everyone must do what needs to be done without having to be told to do it.  Duty requires a willingness to accept full responsibility for your actions and for the performance of your subordinates.  It also requires a leader to take the initiative and anticipate requirements based on the situation.  Some people think that duty means putting in their time from 8 a.m. to 5 p.m. daily.  But, duty means accomplishing all assigned tasks to the best of your ability.  Leaders, and the teams they lead, must have a deep commitment to duty and what is best for the organization. 

HONOR

To abide by an uncompromising code of integrity, taking full responsibility for your actions and keeping your word; to conduct yourself in the highest ethical manner in all relationships with peers, superiors and subordinates, as well as being honest, truthful and sincere in your dealings with each other, and with those who you do business with.  You must be willing to make honest recommendations, and to accept advice and suggestions of junior personnel; encourage new ideas.  You are accountable for your professional and personal behavior, and you must fulfill or exceed your responsibilities with honor.  You should never give in to pressures that can challenge your ethical reasoning such as self-interest, peer pressure, pressure from subordinates or pressure from superiors.  Living with honor, and being honest with oneself is perhaps the best way to live each of the core values. 

COURAGE

Have the courage to meet the demands of your profession and the mission when it is challenging, demanding, or otherwise difficult.  Make decisions and act in the best interest of your organization, without regard to personal consequences.  Meet these challenges while adhering to a higher standard of personal conduct and decency.  Courage is the value that gives you the moral and mental strength to do what is right, with confidence and resolution, even in the face of personal or professional temptation or adversity.  Expect and encourage candor and integrity of your people.  If you believe you are right, after sober consideration, hold your position.  Practicing moral courage in your daily lives builds a strong and honorable character. 

COMMITMENT

Dedicate yourself to the professional, personal and spiritual well-being of your people.  Be obligated to and strive for positive change and constant improvement.  Exhibit the highest degree of moral character, professional excellence, quality and competence in what you have been entrusted to achieve.  Be loyal and have a faithful adherence to your people, team, department, unit and/or company.  Loyalty is the thread that binds actions together and causes everyone to support each other, your superiors, and your company. 

SELFLESS SERVICE

Selfless service is placing your duty before your personal desires.  It is the ability to endure hardships and insurmountable odds because of your dedication and loyalty to your fellow employees and your company.  Selfless service is a rare virtue in today’s society, and it needs to be instilled throughout the organization through inspired leadership.  Organizations who work as a cohesive team become an unbeatable force.  The selfless employee and/or leader does not make decisions or take actions designed to promote self, to further a career or to enhance personal comfort. 

INTEGRITY

Integrity is a character trait that means to firmly adhere to a code of moral and ethical principles.  It is the willingness to do what is right even when no one is looking.  Possessing high personal moral standards and to be honest is the basis for the trust and confidence that must exist within an organization.  It is the source for great personal strength and is the foundation for organizational effectiveness.  As leaders, all employees are watching and looking to see that you are honest and live by your word.  And, no person of integrity tries to shift the blame to others or take credit for the work of others.  Most importantly, a person of high integrity has self-respect; as a professional and a human being.  They do not behave in ways that would bring discredit upon themself or the organization to which they belong. 

RESPECT

Respect is treating others with consideration and honor.  It is the ability to accept and value other individuals.  Respect begins with a fundamental understanding that all people possess worth as human beings; to show respect toward people without regard to race, religion or gender.  It is developed by accepting others and acknowledging their worth to an organization.  Therefore, we have to foster respect up and down the chain of command.

 

Never Fly Solo ~ Top Gun Success

Posted in Books, Inaugural Posts, Video of the Week with tags , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , on December 16, 2011 by Dale Wilson - Author of Command Performance

Lt. Col. Rob “Waldo” Waldman (USAF Reserve)

This week, I have chosen a few videos featuring Lieutenant Colonel Rob “Waldo” Waldman; also known as “The Wingman.”  Colonel Waldman is a graduate of the United States Air Force Academy, and became a highly decorated fighter pilot with over 65 combat missions over Iraq and Serbia.  He holds an MBA with a focus on organizational behavior.  Now serving in the U.S. Air Force Reserve, Waldo has become a professional business motivational speaker and consultant, and is the author of the New York Times and Wall Street Journal best seller “Never Fly Solo.”  He teaches organizations and individuals how to build trusting, revenue producing relationships with their employees, partners, and customers, while sharing his experiences as a combat decorated fighter pilot and businessman.[i]

Col. Waldman’s philosophy: No fighter pilot flies solo, and neither should you.  You need Wingmen – trusted partners – to win when the missiles of life and business are launched.  Whether achieving victory as a fighter pilot or in business, the same qualities that ensure success apply: relentless commitment, disciplined training, dedicated teamwork, impassioned leadership, and most of all…trust.[ii]

When I came across the Never Fly Solo video that promotes his book, and other videos featuring his inspirational message, I was absolutely motivated and lifted.  I wanted to share his message with you.  I have posted five videos below that define Colonel Waldman’s Never Fly Solo message.  It will take you just under 20 minutes to view them all.  Each video has a common theme, but a different message and focus.  I encourage you to view each of them, and take what you learn from them and immediately apply the Never Fly Solo principles.

Never Fly Solo

The Wingman

Teamwork and Communication in Business

Team Building and Leadership

Motivational Wingman Video

I hope you enjoyed this week’s installment of “Video of the Week.”  Remember, never fly solo, and protect your team from hidden dangers.  And, most importantly, become a wingman in everything you do; every person, every team, every day.  PUSH IT UP!!!

For more information on Lt. Col. Rob “Waldo” Waldman, Check out www.YourWingman.com.  If you would like to order the book Never Fly Solo, please visit http://www.neverflysolo.com.  And, if you would like Col. Waldman to attend your next conference or convention, please visit http://bureau.espeakers.com/simp/viewspeaker6542.

Copyright © Dale R. Wilson


[i] “Meet Waldo.” Motivational Keynote Speaker : Business Speaker : Professional Speaker : Waldo Waldman: YourWingman.com.  Accessed 9 December 2011. http://www.yourwingman/about/

[ii] “Rob “Waldo” Waskman’s LinkedIn Profile.” http://www.linkedin.com/.  Accessed 9 December 2011

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