Category Archives: Leadership

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Achieving Influence

If you don’t see the ‘leader within you’ developing in the leaders around you, it may be time to assess whether you are achieving the influence you want in the organization.

influenceAre you being intentional about your influence? How often do you communicate lessons, values, and positive examples?

Military organizations (particularly staffs) are very efficient at turning leaders into ‘task executors.’ The tempo of operations can easily overwhelm intentional leader development and personal mentorship…and influence suffers.

As an Operations Officer, it was a struggle for me to connect with subordinate team members when I had two dozen tasks to review with them. I felt like I was simply running an organization instead of leading a team. So, we decided to allot dedicated weekly time to discuss professional topics, capture lessons, and share insights. And throughout the day, I tried to personally connect with the team member before we talked business.

Simple steps…but ones that deliberately created opportunities for influence.

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When Failure is Caused by Leadership

Today’s media recommendation is The EntreLeadership Podcast episode from Oct. 25, 2011. It’s linked below, check it out.

How often do commanders and staff leaders delegate a project with little to no guidance on parameters, endstate, or what success looks like? How often have new Soldiers/Officers arrived to the unit but not immediately been armed with the tools they’ll need for success?

Dave Ramsey explains that it is the LEADER’S job to equip the team for success, and it’s the LEADER’S fault if they fail.

https://itunes.apple.com/us/podcast/when-failure-is-caused-by/id435836905?i=102809445&mt=2

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Commander-Centric Leadership

“Why can’t we get anything done when the commander leaves!?!?”

Yesterday, we saw that leaders who empower subordinates and avoid micromanagement will likely see improved results and better work environments. But, pushing power down the chain is not such a simple concept in the military.

Army Regulation 600-20 plainly states:
“Commanders are responsible for everything their command does or fails to do.” There’s no misinterpretation: if it goes wrong, it’s the commander’s fault.

Take yesterday’s news about 9 Air Force commanders fired because subordinates cheated on skills tests. They were fired because their command decisions set a climate where officers felt pressured and were able to cheat on the tests.

Our military revolves around its commanders. They are the only leaders who can make decisions about the mission, structure, actions, and well-being of the command. This clear charter of responsibility, while a necessary aspect of our duty, can stall subordinate staff members who do not want to cross the commander’s decision authority.

“Commanders delegate sufficient authority to Soldiers in the chain of command to accomplish their assigned duties, and commanders may hold these Soldiers responsible for their actions.” AR 600-20 tells commanders to find a balance between delegation and control, but also charges them to develop and teach the unit’s members. This development not only shows the staff how they can support the commander’s decision making, but also prepares the staff members for their eventual commands in the future.

Questions for Leaders

  • Have you specified what decision authority your subordinate leaders can exercise?
  • Do you give left/right limits and let your subordinates make their own decisions in that band? Or do you require everyone to do it ‘your way?’
  • Have you asked your team for feedback about the command climate and the environment for decision making?

http://themanagersdiary.com/diary-entry-231-does-absence-make-the-staff-grow-stronger/

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10 Life Lessons and Leadership

Here are 10 Life Lessons we all should pay attention to.

http://markmanson.net/10-life-lessons-excel-30s

What does this have to do with Leadership?

I recommend reading the entire article, but consider these:

3. Don’t Spend Time with People Who Don’t Treat You Well

Who we spend our time with determines who we are. Surround yourself with people who will elevate your intellect, talent, and confidence. Shape your organization so that your team doesn’t have to spend their day with someone who treats them poorly (i.e. get rid of the jerks).

5. You can’t have everything; Focus On Doing a Few Things Really Well

Prioritize your energy and your time, and do the same for your team. They’ll appreciate it.

7. You Must Continue to Grow and Develop Yourself

Simply put, when the individual grows, the organization grows. If you lead others, then you also have the responsibility to become a better person. Not doing so is arguably unjust.

Incidentally, #2 is “Start Taking Care of Your Health Now, Not Later”…so, get out and do some PT.

(thanks to my wife for sharing this article)

http://markmanson.net/10-life-lessons-excel-30s