Tag Archives: Toxic Leadership

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Sleep that Sabotages Leadership

Today’s HBR recommendation, “Your Abusive Boss Is Probably an Insomniac,” is a summary of findings from a study published in the Academy of Management Journal. The researchers studied 88 leaders and their teams to find out if the leaders’ sleep habits affected performance at work. The result?…you guessed it, but there’s a twist:

We found that daily leader sleep quality, but not quantity, influenced the leader’s self-control and abusive supervision behavior, and ultimately the degree to which his or her subordinates were engaged in their work that day. It is not clear why sleep quantity did not have the effect we predicted, but the effect for sleep quality was very clear; a given leader engaged in more jerky boss behavior after a poor night of sleep than a good night of sleep, and this influenced his or her subordinates to disengage from work.

sleep

Photo by Odi Mitch. Link to photo.
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How to Build a Team of “Yes Men”

Listening to Michael Hyatt’s superb podcast on creating team unity, my first reaction was, “We’re good! The military has got this team alignment thing figured out. We’re focused on the mission, we have a clear command structure, and we follow orders.” But as Michael explained the steps to creating team alignment, he said that to get the most powerful results, leaders must:

Create an environment that is safe for dissent.

Ouch! Ok, that’s not the first phrase most military members would use to describe their work environment. In fact, I think it’s rare that I’ve seen a military leader who embraces dissent in the name of creating unity. I know I’ve never prioritized it.

The result?…we get a team full of Yes Men who not only fail to speak up when they disagree with mundane issues, but are also trained to remain quiet in the face of critical decisions. If you want a team of folks like that, then make sure you do these things.

U.S. Marine Corps Staff Sgt. Caroline Chavez, a senior drill instructor assigned to Platoon 4023, November Company, 4th Recruit Training Battalion, commands her platoon during their final drill evaluation, June 25, 2014, at Parris Island, S.C.
(DoD photo by Cpl. Octavia Davis, U.S. Marine Corps/Released)
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12 Things Good Bosses Believe (#12)

 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.

bosses

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)
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Article: “10 Things You’re Doing at Work That Say ‘I Don’t Care'”

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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The Post-Active Duty Leadership Environment – Part 1 (Service/Excellence)

The Military Leader is pleased to offer this guest post by an Air Force Major with more than 14 years flying experience. It is a thought-provoking look at how the leadership environment changes after leaving active duty and challenges our basic beliefs about why we serve.

This is the first in a series of articles that seek to answer the question, “How does organizational leadership differ between my experience on active duty in the U.S. Air Force and my new career(s) as an airline pilot and citizen airman in the Air National Guard?” I will answer the question by focusing on three areas:  1) the concepts of service and excellence, 2) the leadership environment, and 3) leader development.

My comments will be relevant both for those considering transitioning from active duty, as well as leaders/mentors of subordinates who face that decision. My opinions are my own and do not represent the official positions of my Air National Guard unit or civilian employer.

Leadership

An Afghan air force pilot and Air Force Maj. Chris Garcia fly an advisory mission March 10, 2014, near Kabul, Afghanistan. Airmen of the 438th Air Expeditionary Wing/NATO Air Training Command-Afghanistan play a vital role in Operation Enduring Freedom as advisers tasked with aiding the Afghan government in establishing an operational and sustainable Afghan air force. Garcia is a 438th Air Expeditionary Wing/NATO Air Training Command-Afghanistan C-130 Hercules advisor. (U.S. Air Force photo/Tech. Sgt. Jason Robertson)
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Wisdom from Doctrine (ADP 6-22 – Army Leadership)

doctrine

“Encouragement and inspiration characterize leadership whereas coercive techniques run counter to Army leadership principles. Subordinates respond well to leadership that encourages commitment to achieve shared goals, thus improving the leader’s ability to use indirect influence in situations where clear lines of authority do not exist. Leadership seeks to influence others through the communication of ideas and common causes. Positive, empowering influence comes by knowing how to lead, relate to others, and free other to manage tasks.”

– Army Doctrine Publication (ADP) 6-22 Army Leadership

Two points are worth noting about this paragraph from ADP 6-22 – Army Leadership.

  1. When was the last time you encouraged and inspired your team? The guidance clearly states that Army leaders are to develop their leadership styles based on “encouragement and inspiration” and that coercive influence is not acceptable. It’s very easy to focus on task accomplishment and forget the emotional component of performance. Truth is, that’s what most people respond to; we all like to find encouragement and inspiration. And it doesn’t have to be the soft and cuddly encouragement; your team likely won’t respond to that. Connect your team to the unit’s or the Army’s history; remind them of the higher purpose of serving; or highlight the long line of sacrifice that others have made. In accordance with ADP 6-22, find ways to create a positive environment…not one that is simply absent of negativity. There’s definitely a difference.
  2. The other interesting point within the text is that leaders who create trust through positive leadership and shared values create the impetus to accomplish the mission when “clear lines of authority do not exist.” Essentially, this builds an environment where team members excel even when they aren’t required to, which can be powerful for an organization.

Bottom Line

“Not being toxic” is not enough for Army leadership. Our Soldiers and officers deserve more. They deserve leaders who build their leadership personas on positivity and inspiration, knowing that such an environment will allow their teams to accomplish more.

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