Fix Bayonets!

From a British Army Research Laboratory Report:

In May 2004, approximately 20 British troops in Basra were ambushed and forced out of their vehicles by about 100 Shiite militia fighters. When ammunition ran low, the British troops fixed bayonets and charged the enemy. About 20 militiamen were killed in the assault without any British deaths.

The bayonet charge appeared to succeed for three main reasons. First, the attack was the first of its kind in that region and captured the element of surprise. Second, enemy fighters probably believed jihadist propaganda stating that coalition troops were cowards unwilling to fight in close combat, further enhancing the element of surprise. Third, the strict discipline of the British troops overwhelmed the ability of the militia fighters to organize a cohesive counteraction. *****

For those of you who are trying to decide how to succeed in this seemingly impossible economic environment -- fix bayonets. For those who need to break out of the rut of business as usual -- charge! Do something different. Surprise your team, your customers, or your competitors with an approach that they never saw coming. Take the fight to the enemy, be aggressive, and attack.

Here's to those who are not afraid of close combat, who are capable of finding the sort of creative, risk-taking solutions to impossible problems. Here's to those who FIX BAYONETS! That's Leader Business. Hooah!

*****From Bayonets in Basra - A Case Study on the Effects of Irregular Warfare by Edwin Halpain and Justin Walker

Reverse Breach Planning

A typical mission for a combat engineer is to breach obstacles. This means to find a way through or around impediments to the movement of the rest of the force. Combat engineers are out in front punching a hole through or making a way across minefields, ditches, wire entanglements, rivers, canals, or anything else that prevents movement of friendly forces in order to complete the destruction of the enemy and accomplishment of the mission.

As a trainer of combat engineers at the Army's National Training Center, I would spent countless hours helping engineer leaders think about how to tackle this very difficult mission. Difficult as in...perhaps the most complex mission any combat unit undertakes. The synchronization of artillery to pin down the enemy, smoke to obscure the enemy's view, positioning of friendly support units, movement forward of the engineers, creating and marking lanes, calling units forward to move through the breach and onto the enemy side, etc. -- very complicated stuff...especially when done under fire.

Success in this mission begins with a concept called reverse breach planning, a concept in which you begin with the end in mind. Instead of thinking about how you will begin the mission, what time you will leave your assembly area and where engineers are positioned at the beginning, reverse breach planning requires thought about what size unit is required on the far side of the obstacle in order to defeat the enemy, what the formation will look like and where they will be positioned when they have completed the mission.

Reverse breach planning would go something like this:

-- We need two companies of tanks on the far side of the minefield to defeat the enemy there in overwatch.

-- The lanes should be precisely in this location and at least 200 meters apart.

-- We need to put in two lanes to move two companies.

-- We need three platoons of engineers to make two lanes.

-- We need another platoon of tanks with the engineers to provide security at the breach point and to plow through the lane.

-- The engineer company (three platoons plus a platoon of tanks) will need to be behind this hill, moving as the artillery begins to shoot smoke, which will trigger adjustment of the friendly tanks in overwatch so they don't shoot our engineers moving forward.

--Etc.

You see...instead of starting at the beginning (where are the engineers in the march out of the assembly area), focus on the endpoint (what do we want things to look like when we are successful) and work backwards. This sort of planning produces intermediate objectives and synchronization between forces, triggers for successive action, decision points, etc. that makes complex operations possible.

It is my experience that this concept is not easily learned -- in combat or in business. Why is this? Policies, procedures, doctrine, and other process-focused (versus mission focused) administrivia! We use them like cookbooks. Go to page 1, step 1, and start reading. Do all the steps, in this sequence, and you will be successful. Mind you, you'll have no idea of what the end product will look like until you get there, nor will you have any reasonable hope for success when you encounter obstacles in your way.

I think we have to start with the last page, the last step, and work backwards:

-- When does the customer need the product, how many, what features, etc.? Work backwards to determine milestones, resources, and other enablers that will be necessary to get there.

-- What does a fully qualified, ready for college, high school student need to know by the time he/she graduates? Work backwards to structure an appropriate curriculum.

-- How much money will I need to comfortably retire by 60 and live til I'm 100? Work backwards to develop a savings plan.

-- What sort of projects do I think my team will be doing in five years? Work backwards to determine the sort of talent you should be recruiting for and the training you should be seeking to get there.

Conventional wisdom says we must develop a road map to get us to where we want to go. Combat wisdom suggests that to do so we must begin with the end in mind, see yourself and your team on the objective, and work in reverse to your start point. This sort of unconventional planning is the only way to be sure that the road you are taking will get you to your intended destination.

Obstacles along our respective routes must be breached. That's where leaders earn their pay. Using reverse breach planning will ensure that you can get your forces onto the objective, through the lanes, synchronized in time and space, to be successful. That's Leader Business.

Those Crazy Troopers

Friends

It has been my experience that regardless of the stress and strain of the mission, military troopers will always do something to remind me that it is okay to laugh. Even in battle, having fun is not off-limits. I found these pictures and thought some of them were worth sharing.

At my previous assignment at the Army's National Training Center, teammates were constantly taking pictures of each other that could be used at our monthly "Dogbone" ceremony. Regardless of rank (and as the senior trainer I was the top target), teammates would play back (with embellishment) some of the humorous situations encountered during the just-completed training mission. Good times!

Sometimes, the most stressful situations need a little humor to diffuse the tension, to let people know that they are going to be okay. If the troopers in the pictures above, who are facing life and death situations, can still have fun, what does that say to the rest of us, who are NOT in such perilous scenarios? What are you doing to ensure that people's personalities can come out, that fun and work can co-exist? Are you letting your "troopers" get crazy every once in a while? I hope so. That's Leader Business.

Intervisibility Lines

I nearly got in an accident this week. Cruising along on the freeway at 75, I was forced to slam on my brakes when the traffic ahead of me came to a complete stop. Unfortunately, this change in conditions did not occur until just as I crested a little hill (probably less than the one in the picture above). An unimportant piece of the road and a terrain feature that would otherwise go unnoticed blocked my view of what was ahead until I crested. By then it was almost too late.

The military term is intervisibility (IV) line. These are relatively minor and often very subtle variations in terrain that mask observation from one side to another. On one side of the line you cannot see, or be seen by, the other. These terrain features are often not significant enough to show up on a map, but on the ground they make all the difference with regard to line of sight issues -- like visibility and most of our weapon systems.

The implications for military tactics are huge. I have seen many a combat unit move full speed across an IV line -- right into an ambush on the other side. The failure to account for this change in conditions produces catastrophic results for the unprepared. So often, IV lines are the locations where momentum is lost and the battle's outcome is determined.

How does a good unit account for the impact of IV lines on its formations? Here are a few thoughts (along with some implications for "non-combat units!"):

-- Position observers. Tactical units deploy scouts along their route to find these issues before the main body arrives. Their mission is to stay in front of the attacking formation and prevent surprises. They look for indications of trouble ahead and help avoid losses of momentum. In business this may be gained by dedicating resources to look at key indicators and metrics -- both internally and of the competition. No surprises.

-- Lead with the smallest possible element. It does not make sense to cross an IV line with the entire team. Be sure, there is an ambush waiting on the other side. Tactical units deploy a small team to look over the horizon, make contact (or not), and provide information to the rest. In business this is replicated by using focus groups or prototypes before going "all in" on new inventory or services. Try one new piece of technology before redoing the entire fleet. Check ideas with a few trusted agents before implementation company-wide. Don't be in a hurry to cross the IV line -- and into an ambush.

-- Have solid, well rehearsed drills. At some point, we will cross that IV line and have to slam on the brakes. In my case, I was ready. I measured the time/distance and applied brake pressure accordingly. I checked my rear view mirror to see behind me. Some cars pulled into the shoulder to provide additional response time. Military units have battle drills for actions on contact that allow for a rapid response and regaining momentum as quickly as possible. For the rest of us, we need to talk about crisis management with our team and rehearse various contingencies. Think about impacts on suppliers, customers, employees, etc. Know how to communicate through crisis. Know what it will take to "slam on your brakes" and conversely, what is required to get back going again.

-- Cross-talk. Often IV lines are localized conditions. The blind spot to the front is often easily observed by flank units. They need only be asked to look to the left or right, outside of their own lane but in front of someone else (not a normal activity for any of us), to provide the information necessary for others to see ahead. Again, this is not accomplished without asking. Most of us have enough to do focusing on the fight in front of us. Good units must learn to share information about what they see to the front -- and to the sides. Good leaders must drive this behavior. Business units who are sharing lessons learned and communicating about what they see, not just with the boss but with each other (horizontal communication versus the traditional vertical reporting), develop the situational awareness that enables seeing over the horizon.

-- Go higher to see deeper. IV lines often impact visibility within a few feet of ground level. I would have seen the slowing of traffic ahead of me this week, for example, if my SUV was about 20 feet tall. In combat, aviation units or unmanned aerial vehicles can help extend our field of view and see over the horizon. In business, this extended view can be gained from consultants, mentors, and visionary leaders who see beyond the immediate. Leaders must also recognize that organizationally they are the ones who must extend their mast and look deeper. This means getting some rest, soliciting wise council, and thinking. Go higher to see deeper!

We all must deal with IV lines. Whether driving a car or a tank, leading a mechanized formation or a business unit, in combat or in life, there is some unexpected event just over the horizon. How we minimize surprises, while dealing with those we cannot avoid, often defines our success.

That's Leader Business.

Be Situationally Aware

This is the 5th in a series addressing the key elements of a leadership philosophy. I call them the “7 BEs of a Leader.” Before assuming a new leadership position, Army pre-command training includes time to create one’s personal leadership philosophy. This is a great exercise, one that I have done deliberately many times. I have found that articulating my beliefs, my core values, and what exactly makes me tick are critical elements to share with my subordinates. Doing so, from the beginning, eliminates uncertainty – with subordinates and those whom I serve (customers, stakeholders, etc.) - and helps define the culture and leadership climate that I seek to create. It, like me, is a work in progress. So let me know what you think.

Be Situationally Aware.

Situational awareness (SA) is the ability to understand one’s environment and to be able to make decisions and take actions that impact not only current activities but future operations as well. It is the leader’s unique ability to see first, to understand first, and to act first that keeps him one step ahead of his subordinates – and his competition.

Fighter pilot James Murphy, in Business is Combat, describes SA this way:

"Situational awareness is the God-given ability to make critical, timely observations; to anticipate the opponent’s next move; to think three steps ahead; to make adjustments; to update the situation in the cockpit on a second-by-second basis. Situational awareness is the ability to be here-and-now, and project into the future, without forgetting where you’re going."

Leaders cultivate SA in their own personal and professional lives as well as in the organizations they lead. It is no accident that the best companies are rarely surprised by an opponent’s move, by a legal or legislative decision, or by an industry shake up. Situational awareness is enhanced by applying time and effort to the following:

· Continuous “scanning” of diverse information sources to include industry and trade journals, “friendly and enemy” web sites, and a variety of information streams that help the leader understand her subordinates, her customer base, and her operating environment. This information must be readily and willingly shared with teammates to create and enhance understanding.

· Maintain a quick access source of 5-7 key information areas and ensure your subordinates know the importance you place on the data on your dashboard. It must be readily available and constantly updated in order to feed the type of decision making that SA enables.

· Seek new and relevant experience – wherever it can be found. Seek out opportunities to broaden your knowledge base. Be willing to accept new positions and duties that further expand your skills. Volunteer for leadership opportunities.

· Conduct rehearsals and practical exercises to build up the decision making “muscle density” that comes from multiple repetitions. Place yourself in “game” situations to be better prepared when real action is required. James Murphy talks about fighter pilots and their practice of “chair-flying:”

“We practice a mission with imaginary radio calls, imaginary bandits, and imaginary refueling. We “fly the mission” in our chairs and “see” our three-dimensional environment the way we see it in the cockpit.”

SA is not reserved for individual leaders. Organizations must have a level of awareness that results in continuously updated products and services that meet customer expectations. Leaders must invest in their team to keep all of their respective heads in the game. This is the source of organizational flexibility and change.


SA is also not an end state but rather a means to victory. Leaders who cultivate SA within each member of the team are able to leverage awareness into action, making SA the first step toward SU (situational understanding) and SD (situational dominance). But it begins with the key elements of awareness that inform this enhanced level of personal and organizational success. Thus the charge to be situationally aware.

That’s Leader Business.