All the Way In

Not long ago, I was asked to implement a major organizational adjustment. The Army was changing and the team I led at the Army’s National Training Center needed to change along with it. It was time for a course correction and I was asked to make it happen.

Only problem was…I didn’t want to change. I was perfectly comfortable with the way things were. I was happy and my team was happy. The reasons may sound familiar:

-- This would be bad for morale for my team.
-- The skills which we had labored long and hard to develop would rapidly erode in the new organization.
-- We would not have the opportunities for growth and development in this mixed matrix sort of organization that we had in our current little stove-pipe.

So, I did what many of us do. I dragged my feet. I fought the change. I held on to the old way of doing business and did all I could to resist implementing the badly needed change to my team’s organizational structure. I held my ground.

But did you see anything missing from my reasoning above? How about the words…"customer" and…"mission?" That’s right…I had allowed myself to become focused inward and forgotten what we were all about. It wasn’t supposed to be what was good for me and my team but about our customer (in this case those we trained). Even worse, I had infected my team with a belief that we were more important than those we served, that the mission somehow revolved around us.

It was then that I learned that when it comes to major change, you must be “all the way in.” You cannot just dip your little pinky toe into the “change pool” and think that you are doing anyone any favors. This sort of go-slow approach only weakens the team and misses the mark regarding the bigger picture. Worse still, you can’t hide your attitude when resisting change. Your team will follow you – for better or for worse. You must be all the way in:

-- New hardware, software, or business processes? All the Way In!
-- Reshaping your organization? All the Way In!
-- Going after new customers or modifying your business model? All the Way In!
-- Some other change (and I hope you will share with me what that might be)? All the Way In!

(Now, lest you think that I am saying that leaders must be robots and never raise objections, stay tuned. We’ll cover that next!)

This may be hard for some of us to swallow. It certainly was for me. And I can assure you my team looked at me like I was crazy when I came into the office one morning singing a completely revolutionary new tune. But as their leader, it was the right thing to do. And from that moment, we were an improved team. More importantly, our customers, our mission, were instantly better for the shift as well.

And just like that…I was…all the way in. And that was good leadership. That made it…Leader Business.

No Excuse Leadership II

Last week, we examined a mindset that refuses to make excuses for one's course in life, never makes excuses for shortcomings or setbacks (No Excuse Leadership). It is a lesson I learned early in my military career as a cadet at West Point. There I learned that a cadet has three responses: yes, sir; no, sir; and no excuse, sir. You don't blame the situation, you don't fault your predecessor, and you don't put the burden for your problems on your subordinates. You step up, own your performance and outcomes, and accept the consequences. You learn, grow, and move on. That's "No Excuse Leadership."

While difficult to put into practice (yes...excuses come far too easy to most of us), it is a leadership principle that has been proven true at every level. And while we see so many examples of leaders failing to accept responsibility for their failures, of people who let excuses control their lives, every once in a while, we see what right looks like.

While some of us were trying our best to embrace the implications of this philosophy, Captain Scotty Smiley, US Army, showed us all what it looks like. This officer embodies the concept of "No Excuse Leadership," an approach to living that he shares now daily with his young charges at the United States Military Academy at West Point. He talks about leadership -- and life -- to the young men and women who will soon follow him in service to their country. He teaches leadership, a subject he knows plenty about, a subject that he learned as a student at West Point and as a lieutenant leading men into battle in Iraq.

Captain Smiley, some would say, has already lived a full life. He was recognized by the Army as the 2007 "Soldier of the Year." He won an ESPY award in 2008 as Best Outdoor Athlete. He has skied in Vail, Colorado and climbed Mount Rainier. He completed an MBA at Duke University and now hangs out with NBA basketball players after meeting many of that sport's superstars competing for TEAM USA. Oh...and he has a beautiful wife and recently added a new baby to his family.

Captain Smiley lives a charmed life. Except for one detail. He lost his vision and was temporarily paralyzed in a roadside bomb attack in Mosul, Iraq in April 2005. He has had to learn to walk again and adjust to life without sight. He and his wife had agonized over whether to medically retire from the Army, to pursue a vocation perhaps more accommodating to his disability. Instead, Captain Smiley chose to Soldier On! (read more about his story here) He refused to let his course in life be an excuse for not achieving his dreams. Yes...this is what "No Excuse Leadership" looks like in real life!

Last week, Scott Smiley began his assignment as a professor of leadership at West Point. You can read more about his first day here. Humbling, isn't it? Maybe it is time to stop making excuses, to quit allowing minor setbacks to stop us from reaching our goals. Maybe it is time to stop complaining and become a "No Excuse Leader!" This mindset has taken a blind Army Ranger to new (albeit different) heights. And his new charges at the Military Academy are better for it. That's Leader Business!

4-Star Leadership

Karl Moore over at The Globe and Mail interviews 4-star Army General Martin Dempsey, Commander of the Army's Training and Doctrine Command. General Dempsey leads the organization (TRADOC) responsible for training the Army's leaders and producing relevant policies and procedures for success in all the Army's missions. You can read the interview here.

In his discussion of the evolution of military leadership, I think there is much to learn on his approach to training military leaders to operate during complexity and chaos. The interview also gives the General's thoughts on leadership versus management, and how senior leaders need both. Finally, I appreciated his discussion on the need to replace control with trust, especially given the complexity of today's operating environment in places like Afghanistan.

I really appreciate this last point on trust. I think any more that decision cycles are too short for strict, hierarchical, bureaucratic command and control. Leaders must set the conditions, provide intent (the what and why...not the how), allocate resources and align them with priorities, and empower subordinates to figure out the rest. They must trust their teammates to make good decisions consistent with their training and values.

Many of us still struggle with this concept of empowerment and trust. But in this information-rich society and difficult economy, leaders have to let go. General Dempsey reminds us that our teammates, especially the younger ones, have an intense desire to understand, to contribute, to connect. This should cause us to be more open, to be more collaborative, and to listen. Then trust them to do the right thing.

Good stuff. That's Leader Business.

No Excuse Leadership

You know what I hate? Excuses...can’t stand ‘em...won’t tolerate them. You know...stuff like this:

Why didn’t you get an answer? Well…I called and they didn’t call me back.
Why is this project behind schedule? We had a problem with our supplier, and then we had some weather delays, and….
Why didn’t you get me that report I asked for? I didn’t have time.
Where’s the data you promised me? Oh, I’m sorry. My computer wasn't cooperating.

I remember it differently and remember it like it was yesterday. My first leadership lesson as a new cadet at West Point:

“New Cadet Magness…you have three responses to any question: Yes sir, No sir, and No excuse sir. Do you understand?”
“Well…I think I do.”
“New Cadet…that is not one of your three responses! Get down and give me 20!”

Three responses….and one of them was “No Excuse.” Just cut to the chase. Don’t waste words trying to explain the unexplainable. Just admit your failure and move on. If you are responsible for doing something and did not, don't insult others by trying to weasel out of it or spreading the blame around to others.

How different would our world be if excuses weren't the norm? People would have to take responsibility for their own actions. Leaders would be forced to reconcile their shortcomings without blaming others. Politicians would have to stand and deliver or...be held accountable when they don't.

So let's all sign up for this approach -- Excuses: Don’t offer them; don’t tolerate them.

Did you accomplish your mission?
No ma’am.
Why not?
No excuse, ma’am. I knew what I was supposed to do and I did not get it done.
That’s right, no excuse. Now…git ‘er done.

Is this so hard? I really don’t think so. In fact, I have been a part of an organization (the US Army) in which this attitude is part of its DNA. There I have learned that 99.9% of excuses are not valid. You didn’t have time? Really? Did you eat? Sleep? Missed a deadline? Why didn’t you build in time for contingencies? Failed to accomplish the mission? Whose fault is that? That’s right…no excuse! This lesson goes right along with our last one (see I’m with Stupidly!). When you mess up…no excuses. When you “bone up” – own up.

Now, don't get me wrong. It is always important that we seek to understand why our teammates cannot complete their tasks. All too often it is something that we could have influenced and thus is as much our fault as theirs! Understanding issues associated with workload allocation, distribution of resources, time management, lack of clarity are critical. My point is people must begin by accepting responsibility for their own actions, not looking first for someone else to blame. Most excuses fall into this category!

So how does one learn to operate in an environment where only three responses are available? Well…they git ‘er done. Then there is no need for excuses! They build a culture that tolerates nothing less than success...and where individuals accept responsibility for their own shortcomings. Teams will spend more time and energy winning the game than...playing the blame game. Three responses are plenty in that sort of culture. And I have found it to be a lot easier than pushups! (Or at least that is my excuse).

No excuses! That’s Leader Business!

For more on this topic, see "No Excuse Leadership," by fellow West Pointer and Army Ranger Brace Barber and "Leading From the Front; No Excuse Leadership Tactics for Women" by former Marines Angie Morgan and Courtney Lynch.

Image courtesy of www.nutrexsolutions.com.

I'm With Stupidly

Sometimes, even the most gifted orators put their foot in their mouth. Yes, sometimes even the most capable leaders step on it -- saying something or doing something they later regret. Has it happened to you? Have you messed up lately? How did you handle it?

All I can say is...I'm with you if you have! For those of us who talk a lot, sooner or later we will say something we wish we had not. Yep...I'm with stupidly! (For those of you who don't understand the use of this phrase, you might remember it a little differently on a t-shirt like this one).


Here are a few thoughts for those of us who speak or act without thinking:

-- Own it. It's okay to admit that you are wrong. And the sooner the better. Don't jump straight to damage control. Start by first stepping up and admit your shortcomings. Don't take the course of "apologizing to those who were offended," (i.e. blaming the victim). Instead, confess your errors: "To those whom I have offended, I apologize. I spoke before I thought, engaged my mouth before my brain. I'm sorry. Please forgive me." It's okay...no one is perfect. Be man or woman enough to admit your error.

-- Communicate it. Let people understand that you are mortal and make mistakes. Then share with them your plans to correct the issue and move forward. I have found that people generally appreciate when they see that their leaders are genuine...and that they are human. And people who are wronged are much less likely to hold a grudge, to embrace reconciliation, when they hear you say you are sorry.

-- Fix it. If damages are done, make the necessary repairs. Restore the relationship (yep...sharing a beer is a great way to sort out differences), fix the problem, regain the trust of those who are wronged. Every leader makes mistakes. Great leaders take immediate action to make amends.

-- Learn from it. Great leaders learn from failure. It is important that we make improvements with each and every screw up! It is especially key that we demonstrate our learning by not repeating our mistakes. Our apologies will quickly lose credibility if we continue to make the same errors.


So what about you? Have you offended someone lately? Have you made a public (or private) mistake that warrants a correction? If so...you're in good company! You too are "with stupidly!" (Maybe we should replace the old classic t-shirt with this new one). Stuff happens. How we deal with it will ultimately characterize our ability to lead.


That's Leader Business!

Leadership Carnival

Friends,

Mary Jo Asmus, from Intentional Leadership, is hosting the August Leadership Development Carnival. She was gracious enough to include my series on the importance of cultivating synergy as we lead teams. Please check out the site and enjoy the "veritable potpourri" of leadership topics and ideas (wow...I have been waiting to use those two words on these pages!).

Can I use this slow Leader Business day to say thanks to those of you who follow this site? I do not take you for granted. I know that there are an amazing number of sources for leadership and inspiration competing for your time. I am honored that you have included me in them. Can I also ask you to share this site with your friends? Invite them to join in the dialogue about the "Business of Leaders." They are welcome here any time!

Have a great day. Make a difference -- today and always! That's Leader Business! Hooah!

The Pursuit

Every once in a while, I am reminded that one of the "unalienable rights" endowed to us by the Creator is not the right to be happy but to PURSUE happiness. This was certainly the message of the wonderful movie, "The Pursuit of Happyness" about Chris Gardner's struggles to realize his dreams. No one will give us success. But we all have the right to compete, to have goals, to endeavor to be our best.

This really is what leadership is about: setting the conditions for others to realize their dreams, to become all that they envision, to enable all team members to PURSUE happiness. How do we do this? Many ways but...here's a start:

-- Maintain an environment that is free from bias and provides equal opportunity to all.

-- Ensure all members of the team have a developmental plan and that resources are provided to help achieve growth.

-- Provide a positive, supportive, energetic, fun work environment. Yep...I said it. It is okay to have fun, to pursue happiness at work!

-- Align resources against goals and objectives. Leaders must provide the skills and tools to enable others to pursue greatness.

-- Set the bar high. Be a dreamer yourself and give people something to shoot for -- a vision, a new level of greatness that they otherwise might not reach on their own. Don't let anyone on your team stop their PURSUIT.

-- Maintain a sense of balance -- in your personal and professional life. Understand that people pursuit happiness at home and at work. Provide opportunities for both.

-- Don't make excuses. We are responsible for our own pursuit. View obstacles as opportunities. Share this attitude with others. The pursuit IS contagious.

If you haven't seen this movie...get it. Be inspired. Then get back in the arena and start (or resume) your "PURSUIT!" Don't ever let someone tell you -- you can't do something. And don't be that someone to others. "You want something? Go get it. Period." That's the Pursuit. And that's...Leader Business.