Here’s a section from a very insightful book, which relates directly to the risk military leaders carry in being too busy to share information across echelons or worse, up and down the chain of command:
“…that’s a big reason why so many of us withhold information. It’s not that we want to keep people in the dark. It’s simply that we’re too busy. We mean well. We have good intentions. But we fail to get around to it. As a result we become bad at sharing information – whether it comes in the form of a news bulletin, or a heads-up, or instruction that teaches people how to do something that we don’t have the time to do ourselves. Over time it begins to look as if we are withholding information.
Being bad at sharing information doesn’t mean we are willfully withholding it. The two are not exactly the same. But the net result is the same in the eyes of the people around us.
How do you stop withholding information?
Simple answer: Start sharing it.”
If you haven’t thought about it from this perspective, consider this about a diminishing military: we can’t expect that leaders will reduce mission requirements when there are fewer service members – “Do more with less” sounds appropriate.
And a subsequent effect is that the service members who remain will have less of a say in their assignment choice, as “personal preference” cedes ground to “needs of the Army.” Some officer and NCO leaders will receive assignments to perform unglamorous duties in less-than-optimal locations. And they’ll think their career is over because of it.
The Making of a Leader: Dwight D. Eisenhower by retired Army Colonel Robert C. Carroll in the 2009 Edition of Military Review, shows how General Eisenhower’s career had a similar tone. Carroll recounts Ike’s string of “not-so-elegant jobs that many might consider career-enders, but would later pay huge dividends.”
Supreme Allied Commander U.S. Army Gen. Dwight D. Eisenhower. Courtesy: Wikipedia.
Because I wield power over others,
I am at great risk of acting like an insensitive jerk — and not realizing it.
Robert Sutton closes out “12 Things Good Bosses Believe” by citing what I think is the most often overlooked (and potentially the most destructive) aspect of leadership on this list. It is the idea that the very position of influence blinds the leader from truly realizing how his actions impact subordinates.
When you think about it, there is nothing more elemental in human interaction – to understand how we affect other people – but this awareness is often hidden even from those who base their professions on influencing others.
Army Reserve Soldiers and competitors listen to a class on rifle marksmanship before the inaugural Army Reserve Small Arms Championship hosted at Camp Robinson, Arkansas, Sept. 22. Approximately 70 Soldiers, making up 14 teams, came from all over the country to compete. (U.S. Army photo by Sgt. 1st Class Michel Sauret)
I realized that I have been sorely remiss in not specifically recommending Simon Sinek’s talk, “How Great Leaders Inspire Action.” Sinek explains how great leaders bring out the best in followers by connecting them with “The Why” instead of just “The What.”
If you haven’t seen it, I highly recommend taking 18 minutes this weekend to watch it. You will not be disappointed. It’s the best leadership talk on TED and the #3 overall most-watched TED video.
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Here’s a thought-provoking article from FastCompany.com that will bring you back to the personal elements of leadership, customer service, and engagement that we often forget. Check out all of the “10 Things You’re Doing at Work That Say ‘I Don’t Care’,” but here are a few that stood out as relevant for military leaders.
- #1 – You Don’t Touch Base on Projects. One big problem for the military is that staffs don’t coordinate as much as they should. Parallel planning turns into separate planning, and echelons arrive at the deadline only to find that they have been shooting at different targets. Tip: Pick up the phone, confirm details and guidance, ask questions, and share products.
- #4 – You Don’t Ask About Someone’s Personal Life. I have been guilty of this fault and I feel like a hollow leader when I can’t connect with subordinates/teammates on a personal level. It is a fact that military leaders have more official topics to discuss than there is room in the day to converse about them. It’s easy to leave out personal conversation but the good leaders recognize that connection as a way to not only build cohesion, but to discover important details about individuals, such as motivators and risk factors.
- #6 – You Wait Until the Last Minute to Ask for What You Need. Military leaders are notorious for taking on a task, retreating to a dark office to plan it, then rushing out at the last-minute to plead for help. The worst offenders are the ones who don’t delegate well and the organization suffers because they don’t ask for help from the team or their boss. Rank is a great motivator; you should use it sometimes. As long as your boss isn’t a toxic jerk, let him know you’re coming up short on a project and could use both his expertise to generate new ideas, and his authority to energize others.
- #10 – You Forget to Say Thank You or Great Job. Recognition is also an incredible motivator. Tell the team they matter by expressing your thanks in the midst of an event, not just at the change of command. Tip: If you have the authority to give out awards, why not make it your primary method of recognition? Achievement Medals don’t cost anything, so hand them out like candy.
Questions for Leaders
- Do you know the first names of the people who work for you?
- When is the last time you asked your boss for help on a project? Is there a project you need help on now?
- How much difference would it make if you said Thank You or Great Job at least once an hour every day?
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Mentorship is at the core of military professional development and is a crucial aspect in making the military an elite developer of leaders. Often what makes mentorship successful is a personal and professional kinship shared among the individuals. I look around my work environment and can find no shortage of combat arms officers to engage and learn from.
For women in the military, a pool of available mentors is not so easy to find. Sure, male service members can mentor women service members…but a same-gender mentor provides unique perspective and understanding.
That’s why the Women’s Mentorship Network is such a valuable organization.
Last week, while discussing the separation boards and low promotion rates in light of a downsizing Army, a fellow officer commented,
“These trends are going to create a cut-throat Army. Everyone is going to watch their backs and protect themselves to make sure they get promoted. I’m not looking forward to serving in that environment.”
With all due respect to his perspective and opinion…that’s the wrong way to approach the coming years in our Army. And specifically, that’s the wrong attitude to have if you want to get promoted and continue to lead Soldiers. Here’s why…
Scouts from the 4th Infantry Division work together scale a wall during the obstacle course portion of the Gainey Cup, March 5, 2013, at Fort Benning, Ga. After finishing the six obstacles, the soldiers took a written test before the three-mile ruck march to the finish line.
Photo Credit: Sgt. 1st Class Raymond Piper
Today, let’s consider some input from General Colin Powell, as well as the classic list of Armed Forces Leadership Principles that most of us grew up with. There are clear overlaps, like “Set an example” and “Know your people and look out for their welfare.” But, how can we update and refine those principles to give leaders a more accurate picture what is necessary in today’s military? I welcome your thoughts and suggestions!
