The LA Times had an inspirational story about young Tyki Nelworth, a senior at Washington Preparatory High School in South Los Angeles. The 18-year old has gotten into the college of his choice, due mostly to his diligence as a student (4.23 gpa), dedication to his teammates (he is captain of the football team, plays baseball, and runs track), and discipline as a rapidly maturing young man (he is president of the student body).
Tyki was born a crack baby. On the streets of south LA, he could easily have given up and made excuses for his life. He has bounced between family members. His father died when he was in the 7th grade and his mother has been in and out of trouble to include a stint in prison on drug charges. This kid had everything stacked against him.
But he never gave up. He dedicated himself to his studies and became a man. He overcame his past and focused on his future. Says Tyki, "I always use past experiences as a motivation...not as an excuse not to do something."
Humbling, isn't it. Many times we do use our past experiences as excuses. Our communities are filled with people who blame their parents, their circumstances, their bad luck, and everyone but themselves for their shortcomings. Maybe it is time that we too use these as motivation.
I have no doubt that this kid will go far. He is an inspration to many, especially in a community that needs role models who demonstrate that anything is possible to those who strive for excellence and never give up on their dreams.
Oh...and the college Tyki will attend in the fall? West Point! Hooah! That's Leader Business.
Former Army Captain Craig Mullaney has written a thoughtful discussion of leadership in "The Unforgiving Minute: A Soldier's Education." A West Point graduate, Army Ranger, and Rhodes Scholar, Mullaney talks about what it means to be a "warrior" and to become a man in the chaos of battle.
This brief video from the Washington Post video series, On Leadership (which is starting to become one of my favorite sites for inspiration and insights on leadership) helps describe the difficulties of life as a small unit leader, in Mullaney's case the frontier lands between Afghanistan and Pakistan.
I like the discussion in the video about the fact that people are counting on us to make decisions, to sort through the fog of war and get people moving. While we should hope that the question, "What do we do now, sir?" is not addressed to us when bullets are flying all around, it is what we need to be prepared to answer when we say yes to leadership. In times of chaos, people look to their leader. We need to be ready.
I liked some of Mullaney's other comments in this brief discussion of leadership:
-- Never quit. -- Regroup and get people focused on the mission. -- People are counting on us -- in good times and in bad. -- It's not about us.
I'm guessing that the praises for Mullaney's book are indicative of this compelling brand of leadership. It is probably worth a read. Our own troops would probably be the beneficiaries. That makes it Leader Business.
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).
I was reminded of the importance of new employee orientation when my buddy got back from dropping his son off at the United States Military Academy at West Point to start his journey as a new cadet. With tears still in his and his wife's eyes, his accounting took me back in time to my orientation.
First of all, I can't believe I am old enough to have friends whose babies are entering (or in some cases have already graduated from) West Point. Ouch! But I am equally amazed at how effective the orientation process still is. In one day, young men and women are transformed from civilian individuals to members of a high performing military team (see this video here for the parade at the end of Day 1).
While my own orientation (R-day for Reception) is still a blur, I remember some of the key components. I received uniforms, got a haircut, met my new leadership team, received some briefings, signed some forms, and learned the basics of marching. And by the end of the first day, I was "New Cadet Magness," participating in my first parade in front of parents and friends of the West Point Class of 1985. Aaaah...good times. (At least I will remember it that way for you here. I won't go into how I cried myself to sleep in my bunk...scared to death about what I was getting into! Ha!).
How does your orientation process measure up? Are you ensuring that you provide the time and energy necessary to give that good first impression, to make new employees feel like part of the team, and to help all team members see the big picture for the team they have just joined? How does your program compare against these key elements from my own orientation program?
-- Issue new equipment to enable success. I received uniforms, linens, a room assignment, foot locker, a bunk in the barracks, and everything I needed to function.
-- Provide information about the team and learn how to use all new equipment. On R-day, I learned plenty of rules. "Pick up your bags! Drop your bags! Salute, left turn, right turn, forward march! Your only responses are yes sir, no sir, and no excuse sir. Do you understand new cadet?" Wow...just typing that last part made me nervous! I learned how to make my bed (and how to sleep in it without messing it up so it would always be ready for inspection. More good times!), how to walk, march in formation, and sit in a chair (ok, some of these elements may not directly apply).
-- Learn about organizational culture. R-day provided an overview of the cadet honor code and the basics of the military which we had just joined. We raised our right hand and took an oath of allegiance to defend our country.
-- Take care of all administrative and HR issues. While again most of it was a blur, I remember signing plenty of paperwork to enter into the system for pay, benefits, and notification of next of kin (you may not all need that last item!). We were told when we could take time off (Christmas) and when we could retire (24 years seemed like a long time but wow did it go by fast!).
-- Meet the leadership team and be formally welcomed into the organization. I was one of 11 young men assigned to a squad leader. This cadet junior would be our mentor and instructor for the first summer (yes, orientation extended for a couple of months -- NOT good times!). We heard from the cadet chain of command and the leadership at the Academy. All of these leaders welcomed us and provided an orientation to what we had just joined.
There are any combination of elements for an effective orientation. In sum though, new employees must feel like they have the necessary skills and tools to be effective, they understand the fundamental administrative elements of the organization, they know their leaders, and they are educated on the company's culture, vision, and goals and objectives. New employees should know and understand their role and see where they fit on the team.
How does your orientation measure up? Are your troopers marching as one by the end of the day? It can be done! That's...Leader Business!
Today is my anniversary. Twenty three years of commitment to each other. Twenty three years of fouling up, getting upset with each other, and working things out. Twenty three years of moving, packing and unpacking, toiling, fighting, and working together on this unbelievable journey. Twenty three years of watching each other mature -- and yet still being excited to be together! Today is my anniversary.
Yes…twenty three years ago – 22 May 1985 -- Cadet Magness tossed his hat into the West Point sky and became, in an instant, 2nd Lieutenant Magness. Suddenly, the days of carefree, youthful, selfish behavior were replaced with the responsibilities of leadership. It was no longer about me. It was about my men, my mission. Four years of preparation and centuries of producing leaders up on the Hudson River resulted in – 2LT Magness, US Army! Wide-eyed, naïve, and ready to take on the world!
My transition from member of squad to leader probably went better than most who will read this post. I was blessed with four years of leadership classes, four summers of focused leadership training, and a variety of cadet leadership positions. I had been to the Army’s Air Assault School and did a summer internship with a military unit in Texas. I lived and breathed 4 years of West Point leadership in preparation for the day I would receive the gold bar of an Army 2nd Lieutenant.
Four years of Academy preparation. In the years to come I would have the privilege of attendance at four officer development schools to prepare me for increasing levels of decision making and responsibility. I graduated from some of the Army’s more intense field leadership schools (Air Assault, Airborne, Ranger). I have had both formal and informal mentors, coaches, and superior officers who have molded and shaped my understanding of the business of leaders. I have lived, worked, trained, and fought in assignments around the world. And I’ve been blessed with 23 years of increasingly more difficult and demanding leadership positions.
That’s quite an investment, wouldn’t you say? I’m not bragging about myself. But I am bragging about my organization and the commitment to excellence that they make to every member of the Army – whether military or civilian, from the minute we join the team. This is how the Army grows its leaders. It does not subscribe to the concept that leaders are born. Nope – they are made. They are produced through a continuous, consistent belief that each individual is worthy of development and that doing so brings out the best in people.
Amazingly, this commitment to training and leader development never stops. Generals get schooled and are assigned mentors or retired officers (“Gray Beards!”) who can provide them council. They get increasingly more difficult and challenging assignments – consistent with their preparation and demonstrated potential for higher levels of responsibility. No matter the position, the Army continues to invest in its own.
So what about you? Are you investing in your leaders (current and future) to the same degree? Are you managing the transition of your people from “member of squad” to “squad leader?” Are you seeking out opportunities for your own personal and professional growth through training, coaches, or your own “gray beards?” What could you do today to better yourself and your team?
As for me…I’m still a work in progress. Still learning, still growing, still working to achieve my potential and to live up to the high standards of an Army leader. But on my anniversary, I’m sure thankful for the opportunity to serve. And I am humbled by the investment in me by my organization and by those who have believed in me. That’s how leaders are made. Not overnight. And certainly not by pinning on a new rank. So each year, on May 22nd, I remind myself that I have come a long way from that bright-eyed lieutenant – and still have a long way to go!
At the United States Military Academy at West Point, we were required to commit several things to memory during freshman, or plebe, year. While they seemed like nothing more than an attempt to "haze" new cadets, much of this knowledge has stayed with me and helped shape my thoughts on leadership. Occasionally I'd like to share a few key pieces of "plebe poop" with you and see what you think. Keep in mind that not all "poop" is created equal. Some is for leader development. And some is valuable only in humoring my kids. Here is one of each:
Schofield's Definition of Discipline
The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against himself. -- Major General John M. Schofield Address to the Corps of Cadets August 11, 1879
What is the Definition of Leather?
If the fresh skin of an animal, cleaned and divested of all hair, fat, and other extraneous matter, be immersed in a dilute solution of tannic acid, a chemical combination ensues; the gelatinous tissue of the skin is converted into a nonputresible substance, impervious to and insoluble in water; this is leather.
The first one says a lot about how we should treat subordinates. There is still nothing to be gained by "harsh and tyrannical treatment." The second, well...I still don't think it makes any sense...but my kids love it! Hooah!
