Time to Change Perspective

“I should have seen that coming…”

“If I hadn’t had been so focused on this, I could’ve anticipated that…”

“Where did THIS come from???”

We’ve all uttered these words at one point or another, searching for an explanation as to how our circumstances managed to outpace our intellect, premonition capacity, focused research, and detailed planning effort.

perspective

Army Staff Sgt. Ariel Hughes pulls a simulated wounded soldier through an obstacle during the Drill Sergeant of the Year Competition at Camp Bullis, Texas, Aug. 19, 2019. Twelve soldiers from around the U.S. took part in the four-day competition. Link to DoD photo.

Seasons in Leadership

Seasons. Change. Transition. Growth.

The notion of seasons has come to me from multiple sources recently. One obvious change has been my professional transition…closing the season of battalion command and embarking on a new duty with a new scope of responsibilities. (This season even ended with a ceremony…most don’t!) The people, the conversations, battle rhythms, challenges, opportunities, office spaces, run routes…it’s all different now. It’s entirely new terrain and it demands adaptation.

The other experience that inspired reflection on change was at Yosemite National Park last week, immersed in an ecosystem that is in a perpetual state of natural change. Seasons incrementally and seamlessly slip into one another, presenting subtly-forming but radical new landscapes of sun and ice, rock and water, cloud, air, plant, animal, and fire.

seasons

Half Dome, Glacier Point, and Yosemite Valley, as seen from the Upper Yosemite Falls Trail in Yosemite National Park, CA.

Creating Stability in Your Organization

by Pete Fovargue

Change Management is a role we often place on leaders. We know that too much change impacts performance and saps motivation, so “managing transitions” and “mitigating turbulence” are common phrases relating to this managing change. More often, however, what the organization actually needs is Stability Management.

Leaders must make the work environment predictable and routine, with clear expectations for performance. People perform their best when they have a clear and stable environment in which to function. Here are five things that you can do to create stability in your organization.

stability

Inside the National Building Museum, Washington, D.C. Photo by Pete Fovargue.

Sharing the spotlight

Every leadership position comes with its own spotlight. As a leader, you’re the one on stage, you make the decisions, you take responsibility for consequences, everyone is watching and waiting for you to take action. The default expectation is that you will do it on your own and everyone else will follow.

But what happens if you decide not to “do leadership” on your own? What if, instead of spinning inside your own head about what to do next then issuing a decree, you instead brought your team in and asked for their input? What if you said, “Hey guys, here is the situation I’m seeing. This is why it’s important. These are the factors I think are relevant. What am I not seeing? What do you think we should do?”

Would involving them undermine your authority? No.

Would it reveal weakness? No.

Would it take too much time? Not for most of the decisions you face.

On the contrary, when you involve subordinate leaders in the decisions you make, you…

…make them feel valuable and regarded.
…get their buy-in and gain a glimpse of how your impending decision might affect the team.
…reveal their strengths and gaps, which you can note for later development.
…infuse their input, making your decision stronger.
…show them how to lead at the next level.

The notion of the solitary, all-knowing leader is outdated at best. At worst, it is a weak response to the opportunity leaders have to improve the quality of their decisions and develop the team. If leaders can move past the notion that they are the only ones on the stage, the performance will be much better.

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Partial Thanks

When work, life, and social media collide to create the conditions we typically describe as “busy,” one result is that we fail to fully appreciate. We have only enough margin to partially engage in the process of being thankful, which limits our impact.

Looking more closely at being thankful, we might describe it in three steps.

First, there is the moment of simply recognizing that something good has happened. At work, this “good” might be someone’s effort that landed the big win or another’s unselfish moment to teach coworkers how to be more effective. At home, this is our partner’s daily effort to maintain order, the kids helping around the house, and the neighbor walking our trash can up the driveway for us.

For some of us, even the act of identifying the good around us is a cognitive challenge. It’s not that we’re insensitive jerks, it’s just that too often we’re simply looking the other way. (Incidentally, that “other way” is often forward. We sacrifice the moment for the sake of progress.)

Next in the process of being thankful is reflecting on the impact of the good we recognize. Ok, for some things, noticing is good enough. But for the things that matter, there is no way to properly appreciate the good (i.e. be thankful) unless we literally stop what we’re doing, stop talking, stop scrolling, stop competing…and dedicate a moment to exploring the positive effect that is happening as a result.

Reflecting is the hardest step because engineering a pause anywhere in our hectic day is a monumental achievement. Nonetheless, the people doing good for us really do deserve a moment to appreciate their significance. How are they saving us time, energy, and effort? In what ways are they making the team better? What are they doing that we didn’t ask them to do? Discovering the answers is an intentional process.

Finally, it’s time to do something with that awareness by expressing thanks in a sincere, deliberate way. People want to know they matter, that their efforts make an impact. Many will do their work selflessly, but almost all will do it better with praise. Plus, appreciation is free, arguably the most cost-effective activity we can engage in. It is fuel for growing our teams, strengthening our families, and building our communities.

So, being thankful is recognizing the good, reflecting on its impact, and expressing gratitude to those who matter. Most days, we barely get to the first step. Partial thanks. Today, let’s try to go all the way.

P.S. Upon reflecting, I fully recognize that you have many other places you could spend your time. Yet, you choose to make The Military Leader part of your day and part of your leadership journey. I greatly appreciate that you do. I’m thankful for the engagement you create, the impact you have, and for sharing this resource with your people. Without you, this doesn’t exist. Thank you!

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The opportunity before you

The military is full of opportunities, plenty of places you wish you could serve, jobs you wish you had, people you wish you could work with.

Given the military’s sequential, time and experience-based professional development model, most of that opportunity is out of reach or untimely.

One way to overcome this facet is to perform better, to rank higher, to stand out. Why? Because performance begets opportunity. As you progress, the number and quality of opportunities increase. Through performance you reveal potential.

This mentality, however, has a flaw. In doing things that result in the next professional development opportunity, it’s easy to overlook the everyday opportunity that doesn’t count for professional points. The investment in younger leaders, the unexpected but appreciated thank you, the moment of genuine care for a teammate in need. These opportunities don’t show up on the scoreboard. They can’t be communicated in evaluation reports. Bosses won’t discover them.

In pursuit of opportunity, don’t miss the opportunity that makes the most difference.

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Prone to advise

Your rank and authority give you the right.

Your experience gives you the credibility.

The consequences involved make you reluctant to do it any way but yours.

Your busy day makes you impatient.

So, you issue orders and give advice…all day long. This cycle is not a crime, it’s just not the best way to develop your people.

You already have most of the solutions to problems you’ll encounter in your position. However, developing leaders is not about delivering your answers. It’s about coaching others to discover their own.

(Michael Bungay Stanier’s book will help you break the cycle.)

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Climate & Responsibility

We prefer to work for leaders who trust us to make good decisions. The opposite creates a frustrating climate. That kind of leader demands details about unimportant topics, doesn’t ask for input, isn’t interested in anyone else’s efforts.

But it’s a two-way street.

Followers have the responsibility to show that they support the leader’s priorities and will subordinate their own when necessary. They must also be humble enough to know they don’t always have the answer and must be willing to seek help.

If you are a leader, ask yourself which climate you are setting.

(Seth Godin’s post can help. So can Bob Sutton, with 12 Things Good Bosses Believe.)

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