Honoring our Vets

In 1918, the "Great War" ended with an armistice at the 11th hour of the 11th day of November. A year later, United States President Woodrow Wilson commemorated the first anniversary of this event with the following proclamation:

"To us in America, the reflections of Armistice Day will be filled with solemn pride in the heroism of those who died in the country’s service and with gratitude for the victory, both because of the thing from which it has freed us and because of the opportunity it has given America to show her sympathy with peace and justice in the councils of the nations…"

In 1954, President Eisenhower signed legislation into law changing "Armistice Day" to what we now celebrate as "Veteran's Day." This National holiday serves as an annual remembrance of the sacrifices of our Nation's veterans and their contributions to our current peace and prosperity.

Today, despite the challenges of ongoing wars, and amid the sorrow and heartbreak that we share with the Soldiers and families at Fort Hood, Texas, we pause again to honor those who have served. We thank them for their willingness to put their country above self, to subordinate personal comfort to the cause of freedom, and to serve in the defense of those who often cannot defend themselves. We honor the brave men and women -- and their families -- who have given so much, who have written our history, who have enabled the success which we now enjoy. We honor and thank our Veterans.

I saw the sacrifice of another generation when I walked the battlefield on which my Father had fought in Viet Nam almost 40 years ago. Together with my brothers, we gained an appreciation for the difficulties of a foreign land, a hostile enemy, and a ridiculously challenging climate (hot + humid...UGH!). I saw the sacrifices of the "Greatest Generation" when I followed the trails of the Battle of the Bulge in Eastern France and Luxembourg. And we've all seen the sacrifices of today's generation on difficult battlefields in Iraq, and Afghanistan. The word that unites them all -- sacrifice -- is the source of our pride and admiration.

Today, our Veteran's still need our thanks. They deserve our fullest support for quality education and medical programs. They deserve our consideration for employment and contracting opportunities. And their families equally deserve our appreciation for their sacrifices in support of their loved ones!

Thanks to our Vets! Would you all join me in remembering the sacrifices of those who have worn the uniform and, in some cases, made the ultimate sacrifice in defense of liberty. Would you thank the vets you work with or who you pass on the street? Would you honor them for their service? That's the reason this day is special and why President Wilson said our reflections should be filled with solemn pride. And that is...Leader Business!

Image courtesy of www.history.army.mil.

Leadership Carnival

Dan McCarthy (Great Leadership) has posted another collection of inspirational leadership advice and opinions. He was kind enough to include my discussion of leader development and "Building the Bench" in his most recent Leadership Development Carnival.

I have found this to be a veritable potpourri (oh yeah...I love that phrase!) of leadership topics and hope you will give it a look. Great stuff, all of which fits nicely in the "Leader Business" toolbox!

Rehabilitation

Yep...that's me. Well, not exactly in a cast but I do have a brace on my leg following arthroscopic knee surgery on Friday. So now it's time for some recovery and rehabilitation. I need to spend a few days resting and then gradually start back on the road to full strength.

And since I can only watch so much football (I thought I'd never say that!), I need to have some other goals for this six days of sitting around with my leg elevated. Since some of them involve Leader Business, I thought I'd share them with you here:

-- I have started work on Leader Business -- the book! Our goal is to be done by late spring!

-- I'm trying to strengthen my network of connections through LinkedIn, Facebook, and Twitter. If we are not connected there, would you be my "virtual" friend?

-- I'd like to increase my subscriber base for this blog. For those who already subscribe, you have my sincere appreciation. Would you take a minute and tell me what you like and don't like about my writing? I have the time for some introspection! And could I ask you to share this blog with your friends and ask them to subscribe? I would love to extend the dialogue that we have on these pages to other like-minded leaders!

Thanks to all of you who give me your time when you read these posts. I do not take it for granted and try not to abuse this privelege. And if you have a few minutes and want to drop me a note, I will get right back to you. At least for the next few days of recovery, I've got nothing else to do! That's Leader Business!


Image courtesy of www.arthursclipart.org

Strategic Planning

This week I spent a few days with my key leaders thinking through our strategic plan for this next fiscal year. This is a critical planning event that serves to ensure that our resources are aligned against our priorities, that we understand our mission, and that we affect the sorts of changes that are necessary to avoid complacency and irrelevance.

While I won't drag you through the details of the planning process (you can remind yourself of the key elements in the 5-part Mission Planning series, see Part I here), I do want to share with you how we set the conditions for our discussions. In the decision-making process it is the key first step in which we define the problem. This is the baseline against which strategic plans can be developed. If you haven't defined the problem, you are likely to come up with a pretty plan that won't see the light of day (and how many of us have been a part of those efforts?).

In the military planning process, Step 1 is to conduct Mission Analysis. This is the sort of detailed review that allows leaders to: See yourself; See the Enemy; See the Terrain. Now, before you think this is reserved for the military, think of it as a SWOT Analysis, with which most non-military leaders are comfortable: Analyze Strengths and Weaknesses (See Yourself), Understand your Opportunities (See the Terrain), and Know your Threats (See the Enemy) -- SWOT. This SWOT analysis is the type of review that must be completed before entering into detailed planning steps.

What I thought was worth sharing with you was the information we gathered as part of our SWOT or Mission Analysis. These are the elements that I felt contributed to the development of a plan that addressed our critical needs:

-- Internal workforce survey. What was working and where did we need improvement in issues like culture, values, counseling, and resource alignment? There is nothing like hearing these issues straight from your teammates.

-- Customer surveys. What do our customers think about our services and how we measure against critical issues like cost, schedule, and communication? Continued relevance demands that we have a finger on the pulse of our customers and their needs.

-- Recent After Action Reviews (AARs). We did not put our recently completed fiscal year "to bed" until we had completed a detailed examination of our successes and challenges. The former need sustainment while the latter demands our attention for key improvements that we know we must make.

-- We conducted a detailed analysis of the mission from our higher headquarters. Any plan we put together MUST address the specified and implied requirements from my boss. We reviewed their strategic plan to ensure that anything we might do is aligned with the vertical team.

-- We looked at our current plan. What actions were completed and where were we making progress...or not? Our strategic plan this year is likely to be continued progress toward our shared vision rather than a complete re-write so best to begin with an examination of how we are doing toward those goals.

-- We looked at data. What are revenue projections for the next few years? What are the implications for our workforce? Does any of it suggest a requirement for a different size or shape of the organization or different skills among our team? What are our demographics and does it suggest anything for the future composition of our team (retirement eligibility, grade and skill distribution, diversity, retention, etc.)?

-- We examined any future opportunities that we needed to consider or any threats that might cause problems for our team and its mission.

-- Finally, I gave my read of the terrain as the organizational leader. It was my assessment of those priority actions that needed to be included in our plan. It was my VOTE before break-out sessions that would build a detailed plan. I wanted to shape the future with some key points and emphasize their importance to my leaders.

None of this is transformational. But it certainly helped us put all of our cards on the table before we started shuffling them. Too often, plans are developed without a thorough understanding of the problem. Sure, we can come up with a plan but if it does not address customer needs, if it does not account for challenges within the workforce, and if it does not take advantage of future opportunities, it is likely to be a strategic plan that does like so many -- gathers dust on the shelf. No progress, no alignment, and no likelihood for the sort of impact that we expect from these efforts.

Have you held this sort of detailed, disciplined review session with your leaders lately? If you have, did you gather the necessary planning tools that would lead to realistic and relevant goals and objectives? If you have not, can I help you get started? Drop me a note and let's talk about your strategic planning process.

Our SWOT definitely set the conditions for a great planning session. This may not be a comprehensive list but it gives you an idea of the sorts of things that we needed to consider as part of our mission analysis. I think our leadership team believes that it helped produce a refreshed strategy that is what we need to improve our performance, align our resources, increase market share, and have a successful, relevant future. And that makes this critical first step of the planning process...Leader Business.

Image from www.corbisimages.com

Tolerating Fools

I read recently where a leader whom I admire was said to not tolerate fools. This is a characteristic I aspire to, as well. I would like to think that I am a quick judge and realize very easily whether someone is up to the task, whether they know what they are talking about, and whether they have what it takes to get things done. If they don't, I won't waste my time. I want someone serious about their profession and willing to do whatever it takes to accomplish the mission and won't waste my time with someone who doesn't meet these criteria. Let's agree together that this is the case and that we generally all will not tolerate fools!

But I hope this doesn't mean we can't act like a fool every once in a while. Yes, this is me doing my best (or worst?) Hulk Hogan at the office on Friday. We have a traditional Halloween costume contest at work and this was my outfit for the day. And despite the fact that my team is spread out over dozens of small offices in three different states, we used technology to ensure that everyone could participate. I wanted to make it easy to not be the only fool for the day!

Nope, I don't mind being a fool. Even in government, I think it is still important to laugh, to joke, and to have fun. In fact, I'm not sure I would want to be a part of a team that doesn't. Would you? I don't think we would have much success recruiting new talent or retaining our best and brightest if we didn't allow for the sort of good times that come from a relaxed, casual, fun-loving atmosphere.

This doesn't mean we aren't professional. We still have a culture of discipline, protocol, and standards (I know...try saying "Yes, sir" to a wannabe Hulk Hogan without smirking!). But we try to have fun along the way, build relationships that enable trust, and create the environment where people will work hard -- not because they have to but because they want to.

We are totally focused on mission execution. We have over 800 great people and we have completed over $1B of work in each of the last two years. We have a well-earned reputation for excellence and quality. And as a rule, we don't tolerate fools. But along the way, we are going to have fun. We are going to let down our hair (I wish!) every once in a while and let off some steam. We are going to create the sort of work conditions in which people feel comfortable, where they like what they do and whom they do it with, and where creativity and innovation are let loose.

So, I lost the costume contest -- came in 3rd. But it was fun for me and fun for those who were able to laugh with me (or at me). But I am thinking that next year we will have some sort of cage match instead of just virtual voting. Now that will be fun. I think I could have crushed the little princess who won! Ha! Now I ask you...what fool did you play for Halloween? That's Leader Business!

Building the Bench

Author Jim Collins (Built to Last, Good to Great) spoke of the importance of building the bench, ensuring that the depth of the team can sustain its performance over time. Teams that are truly built to last have depth at the top, in the middle, and at the bottom. This truly is a leadership imperative -- to ensure that members of any team have the skills and tools to enable success, now and in the future.

For my team, this means focusing on our new hires. Yes, I am in the enviable position, like many federal agencies, of bringing in new talent. This year, we have added nearly 40 recent college graduates to the team. What better time to build our depth than when we have so much work to do and so many exciting projects on which these new, very talented people, can learn their craft.

I have tried to stay very involved with this great crop of interns. I spoke to them recently about my expectations. I have been personally engaged in the recruitment and the placement of each of them in the organization. I have tried to meet with all of them, learn their story, understand their goals in joining our team. Finally, I took them on a "road trip" across the organization, showing them who we are, what we do, and what they could expect in a career with us. I wanted them to connect with our mission and with each other. (The picture above was of the group at one of our projects)

Mission accomplished! The trip was hugely successful. I told these young people many times that I wanted them to stay with us...for the rest of their lives! This trip will be a memory that they will reference for the rest of their careers as they advance from the bottom...to the middle...to the top of our organization! They left the trip tired, inspired, and...glad they were hired. And many of them just may stay...for the rest of their lives!

Now, I understand that many are not in the position to add to their team. But the requirement to build the bench, to invest in newcomers, to ensure the viability of the team and its mission, is important to every leader. What are you doing to add to the skills and tools of your new employees? How are you helping them want to stay with you? How are you ensuring that the newest members of the team feel connected and know that they are still being developed? How are you building your bench?

You see, when the economy picks up, people are going to start moving again. Unless you have taken measures to retain them now. Some call it "building the bench." I call it...Leader Business!

Rangers Lead The Way III

I have been using these pages to remember the impacts of my "crucible" event, my training at the US Army Ranger School. (If you are not familiar with it, this video series is a pretty good summary.) Two months of no food and little sleep changed me in profound ways. Externally, I lost about 50 pounds and probably aged ten years. But internally, I left with a confidence that I could handle any challenge, with a belief that it is possible to create a team where "buddies" would do anything for each other to be successful, and with small unit leadership lessons that serve me to this day, now 20 years later.

One of the requirements of the training was to memorize the Ranger Creed. Now on the surface this was just more stress, adding another demand on an already overextended and fatigued body and mind. But it caused us to understand the culture of the Rangers and to become part of something that was bigger than ourselves. This "creed," or set of beliefs, has elements that go beyond the Rangers and have application to what leadership, teamwork, and mission-focus are really all about:

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other soldier.
Never shall I fail my comrades. I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.
Gallantly will I show the world that I am a specially selected and well trained soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

They were just words, a burden for a Ranger candidate to memorize and recite on order. They were random thoughts bouncing around in a brain consumed with thoughts of food and home. NEVER fail your comrades. Complete the mission...NO MATTER WHAT...though we may be the lone survivor. Just words...until I started to believe it. And when I saw the power of a team and its leaders who had internalized these words, who lived them out in their personal and professional lives, I knew what it meant not only to be a Ranger, but to be a leader.

You can appreciate the power of a unit that embraces these principles. They are unstoppable. They believe in themselves and their teammates. They prepare themselves mentally and physically for every task. They are confident and professional. They will never fail.

I will admit that I have since forgotten the exact words to this creed. But I still embrace the concepts it embodies and the purpose behind forcing us to memorize it. The Ranger Creed really is the essence of leadership, at any level. Build a team of highly trained, inspired, confident professionals. Instill in them a culture of TEAM over self. Lead from the front and accomplish the mission, without excuses, without fail. These elements are not reserved for elite Special Forces. They should be what we seek in any team we lead or to which we belong. That makes it...Leader Business.