Tag Archives: Command

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Stop Calling Your Soldiers Your Children

And stop telling your subordinates to treat them that way

And Crispin Crispian shall ne’er go by,
From this day to the ending of the world,
But we in it shall be remembered-
We few, we happy few, we band of brothers;
For he to-day that sheds his blood with me
Shall be my brother; be he ne’er so vile,
This day shall gentle his condition;

Shakespeare’s St. Crispin’s Day speech from Henry V is one of the most iconic speeches ever given. It, perhaps better so than any work save the Illiad, captures what it is like to be a fighting man (or woman).

It’s refrain about a “band of brothers” has been repeated and echoed countless times: Eisenhower’s “in company with brave Allies and brothers-in-arms on other Fronts” on D-Day, HBO’s mini-series of the same name, and in countless addresses by senior leaders to their formations prior to crossing the berm in Iraq.

The idea of soldiers as brothers-in-arms – of the fraternity of arms – goes back well before Shakespeare to the feudal era and possibly even earlier. The concept of shared struggle, and thus equality, is essential to the concept of American soldiering and always has been.

And yet, under multiple well-meaning commanders in both active and reserve component, I have been instructed to treat my soldiers as my children. Not as my brothers or my sisters, but my children. As a troop commander, I once argued the point with my squadron commander that my soldiers were not my sons and was told “you know what I mean” – and I did.

And what he meant was wrong.

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An Army Special Forces member fires a Mark 19 belt-fed grenade launcher at a training target on Eglin Range, Fla., Oct. 30, 2013.
U.S. Air Force Photo/Staff Sgt. John Bainter.
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Professional Development, One Paragraph at a Time (ProDev2Go)

A New Blog by Ross Coffman

What does an Army Colonel do after he finishes killing it in brigade command? …Start a professional development blog, of course! Today, let me highlight a new blog that you’ll definitely want to make part of your professional development plan.

ProDev2Go just fired up last month, but is the continuation of a groundbreaking leader development approach by one of the most successful brigade commanders in the Army today.

ProDev2Go

Breaking Barriers

While in command down at Fort Bliss, Colonel Ross Coffman sought a new way to connect his Troops with his leader development vision, something better than the usual death by PowerPoint. So, he got a Twitter account, then created a YouTube and podcast channel called Ready First. He and his Command Sergeant Major used this novel approach to communicate with the command, relay their leader development and tactical experience, and show that Army leaders are capable of getting out of their comfort zone to reach their people.

Rapid Fire Mentorship

Now, as a testament that the best leaders never stop looking for ways to have positive influence, Colonel Coffman dove head first into the blogging world and created ProDev2Go as a way to provide high quality leader development in short bursts. The concept is simple:

As a “Leader on the Go” we understand that you desire a succinct learning opportunity that provides a written glide path for success.  This leader development site is a single paragraph of lessons learned that you can use in a practical role in your workplace, job, business, or employment. We are changing Leaders one Paragraph at a time!!!

Plugging into ProDev2Go is like being mentored by a brigade commander, something we all could benefit from. You’ll find insight on trust, mission command, leader development, warfighting doctrine, and many other useful topics.

Head on over there now and check it out!

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The Leadership Bottleneck

What happens when managers and leaders cross lines (by Philip Gift)

As editor of The Military Leader, I want to introduce this post. Philip Gift is a U.S. Navy helicopter pilot, studied engineering at the Naval Academy, and has offered this thorough analysis of leadership through a lens of Operations Research. It is so far the longest post on this site, but you will find that his insights apply to a wide range of leadership, management, and operations topic areas. You can find his expanded byline at the end of the post.

Many people view Operations Research, if they view it at all, as dealing solely with numbers. Operations Research is more than just numbers; it is primarily about the thought process to get those numbers. An example of this would be increasing the throughput of an assembly line. Adding more resources at the beginning of the line does not necessarily mean there will be an increase to the quantity of the product at the end of the line within the same timeframe. No matter how much is put into the assembly line, it will not be able to produce any more if the slowest point in the assembly line is not quickened.

Leadership Bottleneck

ABOARD USS IWO JIMA (LHD 7) — An MH-53 helicopter prepares to depart the flight deck of USS Iwo Jima (LHD 7) September 25 for assesments along the Louisana/Texas coast following Hurricane Rita’s landfall. U. S. Navy Photo by Photographer’s Mate Second Class (AW/SW) Robert Jay Stratchko

By viewing a problem through an Operations Research lens and breaking down the assembly line into its key components, the slowest point can be discovered. Once this point is discovered, a fix can be put in place that would eliminate this bottleneck and allow the assembly line to increase productivity.

The same Operations Research lens used to view the assembly line and break down the key components can be used in non-number related situations, such as leadership. An organization can have better leadership once the bottleneck is discovered and fixed. The leadership bottleneck is non-leadership roles, such as managers, encroaching on the leader’s responsibility.

Just like in the assembly line, no matter how good the leader is, he will not be able to succeed and thus the organization will not flourish without fixing this bottleneck. Managers create this issue because they feel they have all the needed information. When this information is not routinely gathered with face-to-face interactions, though, it is only partial and will lead to poor decisions and create a disconnection with the rest of the work force.

We have ‘Stone Age minds in a space-age universe’.
– An evolutionary psychologist caricature of humans. (Dunbar, 161)

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Making Destructive Comments (Habit Series #4)

Think back on your recent interactions. If I asked you how many times you made destructive comments towards the people you work with, how would you answer? “Destructive? No way. I’m a nice person. And when I do give feedback, it’s never destructive.” What about if I asked you how many times you talked negatively about someone when he or she wasn’t present? “Well sure, but everyone does that. It’s part of our culture.”

The topic we are approaching here is a silent leadership killer. Whose leadership, you ask? Yours, your boss’s, your subordinates’. Destructive comments slip into an organization, infect the culture, manifest as other problems, and kill the trust that leaders worked so hard to build.

Today, you’ll be guilty of making comments that can destroy your organization, and you likely don’t even know it.

destructive

Command Sgt. Maj. Alan D. Bjerke, command sergeant major of the 3rd Stryker Brigade Combat Team, 2nd Infantry Division, speaks to Canadian Soldiers during practice for a live fire event during Cooperative Spirit 2008 at the Joint Multinational Readiness Center near Hohenfels, Germany. Link to photo.
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The Post-Active Duty Leadership Environment – Part 3 (Developing Leaders)

My goal is to contrast leadership development in my current environment with my experience on active duty in the U.S. Air Force’s Air Mobility Command (AMC). The thing is, I didn’t really experience much formal leadership development during those 12 years on active duty. So what do I want to share?

I’ve settled on this: The active duty Air Force is purging leaders that were developed the hard way over a decade of constant war and other contingency operations, while nearly exclusively retaining candidates who developed their careers and resumes according to official timelines and benchmarks. There is a need for both types of leaders and I want to close this series by advocating for a compromise. Strong leaders, in any stage of their careers, should be considered for positions that have come to be reserved for career development.

leaders

U.S. Air Force Capt. Chance Hansen, a C-130 Hercules aircraft pilot with the 36th Airlift Squadron, visually locates another C-130 over Japan Oct. 22, 2013, during a large-formation flight. (DoD photo by Yasuo Osakabe, U.S. Air Force/Released)
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Achieving Effects with Your Boss, pt. 2: Intentional Engagement

Spotlight Ranger. That’s the label service members use to characterize people who put in average performance day to day, then put on a show whenever the boss is around. Soldiers see right through them and they earn little respect in the unit.

While you must at all costs avoid becoming a spotlight ranger (i.e. dedicate yourself to superb performance regardless of the audience), you don’t want to miss an opportunity to showcase your unit’s good work to your boss. The first post in this series focused on how to start off on the right foot with a new boss. Today’s post looks at how to engage during three types of opportunities you will encounter during your tenure as leader.

boss

Brig. Gen. Robert B. Abrams, National Training Center commanding general, briefs Gen. Martin E. Dempsey, TRADOC commanding general, during Dempsey’s visit to Fort Irwin, Cali., Sep. 23, 2009. (U.S. Army photo by Sgt. Angelica G. Golindano.)
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Achieving Effects with Your Boss, pt. 1: First Impressions

On the list of items that leaders should care about, there are few higher than achieving effects with your boss.* The purpose is clear enough, to ensure alignment while creating opportunities for your own team. But leaders often place too much emphasis inward and downward during their key leadership time, and neglect to satisfy higher headquarter’s goals.

What’s more, achieving effects with your boss is a tough balancing act. Too assertive and you come off as pushy while alienating yourself from your peers. Too passive and you won’t gain the influence necessary to achieve your goals as a leader.

This series will provide you with the why, when, and how to engage your boss in ways that support their goals while achieving effects for your team. This post, First Impressions, is all about starting off on the right foot. And not to put undue pressure on you, but the process of gaining influence with your boss starts before you even arrive at the unit.

*Above it one might list achieving the mission and building trust with your subordinates.

boss

Chairman of the Joint Chiefs of Staff Gen. Martin E. Dempsey meets with Commander of the NATO Training Mission–Afghanistan Lt. Gen. Daniel P. Bolger in Kabul, Afghanistan, Apr. 23, 2012. DoD photo by D. Myles Cullen.
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“Sir, you humiliated us.” – A Commander’s Lesson in Leadership

Guest author Captain Joel Martinez shares his story of humility in command

Reading a post on The Military Leader one day, a question reminded me of a critical leadership lesson I learned from my time in command. It read, “When was the last time you heard a unit commander ask for feedback, consider the input, publicly admit he’s wrong, and change his opinion?”

Given that I have a vivid example of being humbled while in command, I felt compelled to share my story.

Leadership

The 1st Cavalry Division Soldiers trying out for the 2nd Battalion, 38th Cavalry Regiment, Long range Surveillance, Airborne unit here at Fort Hood, Texas gut out the last mile of a two and a half mile buddy run, July 27.
U.S. Army photo by Spc. Adam Turner, 1st Cav. Div. Public Affairs.
This is a guest post by Army Military Intelligence Officer, Captain Joel Martinez. He commanded the 66th Military Intelligence Company of the 3d Cavalry Regiment and now passes on his lessons as an Observer/Coach Trainer at the National Training Center.