Troop Leading Procedures (Part II)

For many people, the task of leading one's group can be daunting. Where's the training? What about some sort of manual? Forget about it. For most, the school of hard knocks is all that is offered to help in the growth and development of leaders.

So when it comes to procedures for leading "troops," why not benefit from the lessons of the military? What follows then is a summary of "Troop Leading Procedures." I first learned them at Army Ranger School as a logical methodology to translate a new mission into action for small units. I have sinced found that this approach is just as valid for large units like the one I now lead.

Here are what are known as "Troop Leading Procedures:"

L – Listen and receive the Mission.
E – Energize the Troops. (Issue a Warning Order)
A – Approximate Plans. (Develop a rough “battle” plan)
D – Drive towards the objective. (Initiate early movement)
E – Eyes on the Battlefield. (Conduct reconnaissance)
R – Refine your plan.
S – Share the Vision, Plans, Goals, and Objectives. (Issue your orders)
H – Hold Accountable. (Check, Double check, check the checkers)
I – Integrate changes. (Adjust your plan)
P – Prepare to WIN! (Supervise Execution)

In Part I, we looked at the first three steps (L-E-A). This was enough to thoroughly understand requirements, get out some initial instructions to the team, and start building a plan. People are energized, plans are taking shape, leadership is happening. Let's keep going!

Drive toward the objective – Initiate Early Movement. Determine what things can be set in motion now that will contribute to the execution of the plan. For a military unit whose objective is simply “north” they can possibly start moving…north! What might your organization do now that should not wait until the plan is completed? Do subordinates need education? Will you need to purchase certain equipment or technology to implement your plan? Will you need new facilities to make the new plan possible? Will your people need new skills or will you need new skilled people? Even if your people don't fully understand the endstate, you do. Get the troops moving!

Eyes on the Battlefield - Conduct Reconnaissance. For a battlefield commander, reconnaissance is best conducted from a vantage point that will allow him, and his subordinate leaders, to visualize the battle – together. Each organization discusses the impact of the terrain and the enemy on their piece of the battle plan. They conduct reconnaissance of the route to the objective and highlight actions on the objective itself. They discuss their organization’s actions and highlight possible points of friction between each other as they complete their mission.

How does a business leader conduct reconnaissance? Get out in the field! Test the waters! Test the plan and its concepts with customers, with outside consultants whose opinions might help shape the plan, and with the men and women in the trenches who have to execute the plan. Run the plan by your trusted advisors and see what they think. Develop a prototype or a model to determine if your product satisfies your customer’s demands. Use polls, surveys, and the opinions of stakeholders, shareholders, and boards of directors. Conduct battlefield circulation and get out there with the troops to help shape and validate your plan.

Refine your plan. With a clear understanding of the enemy and the terrain on which you will do battle, it is time to work the details. Develop a plan that leverages the strengths of your team. Consider adding additional staff to reinforce your weaknesses. Get everyone into the fight. Project managers, sales, marketing, engineers, finance, and admin staff all should have tasks that contribute toward mission accomplishment. Develop a plan with specific details for each team member that will get the entire team to the objective. Use the results of your reconnaissance to put team strengths against critical tasks and against enemy weaknesses. Assign the task (what) and the purpose (why) and give subordinates the flexibility to conduct their own planning processes to arrive at the how. Work backwards from the objective to identify key milestones and intermediate objectives that must be accomplished in order to enable success.

Share the Vision, Plans, Goals, and Objectives. Issue your orders. Once you have completed a reasonable plan, in a reasonable amount of time, it is necessary to share the details with the troops. Notice the key word in the previous sentence – reasonable. No plan will be perfect. Acknowledge that the plan will likely be modified later (that is okay…what version of Microsoft Windows are we using now?), especially once you reach the execution phase. The old battle axiom, “No plan survives first contact with the enemy,” is as true in every combat engagement as it is in most any product or service rollout. For most troop leaders, a reasonable amount of time to develop plans is one-third of the available planning time. Give subordinate leaders two-thirds of the available time to complete their own planning processes (the military’s 1/3 – 2/3 rule).

We're almost there! The troops are moving, plans and instructions have been issued, and you are leading them onto the objective! In Part III, we'll look at what it takes to turn plans into action. That's Leader Business.

Read Part III here.

***Photo courtesy of http://www.army.mil/.

Battlefield Circulation (Part III)

Battlefield circulation is regular movement within the leader’s area of operations designed to improve communication and enhance the situational awareness of the leader and those he or she leads. It is a combination of random visits and a well-planned, disciplined travel and meeting schedule that positions the leader, in the right place and at the right time, to influence the battle. Battlefield circulation is Leader Business.

This is the third in a series about battlefield circulation. Part I introduced the concept, Part II showed what it looked like and what could be gained – both by the leader and by the rest of the team. (BTW -- the man in the picture above is General Lynch, who I described in Part II as the best "battlefield circulator" I have known.) Part III will highlight some key techniques and considerations for making battlefield circulation part of our daily routines.

-- Get personal. Find out what makes people tick. Ask about their families and outside interests. Ask about their goals and dreams. Know what problems your teammates face and try to help overcome them. Connect with people and let them know that you care.

-- Visit teammates on their “turf.” Assess performance, productivity, and working conditions first-hand. Look for emerging leaders. Conduct performance counseling and give feedback. Determine for yourself if projects are being completed on schedule and within budget. See if team members have the tools to do what is asked of them. Rather than asking people to come to your office to make a presentation, tell them you will come to their area instead. Go sit in a few classrooms. Spend some time in the kitchen or behind the register. Go out on the road with the sales staff. Move out of your comfort zone and into theirs.

-- Conduct a “Vision check-up.” Ensure everyone on the team understands your “big picture.” Assess whether goals, objectives, and individual tasks are aligned with what you are trying to do. See if people “get” what you are trying to do – and if they do so with the same passion that you have when you share it.

-- Meet with key customers. As a school principal these may be 10-20 students representing the demographics of the student body. As a church leader consider your members as customers - get out and meet them, again on their turf. In business these may be board members or major shareholders. Take some time, if you have not already, to put together a list of current and prospective customers and include them in your circulation pattern. Are you satisfying them? Are they thrilled with your product and your performance?

-- Spend some time with the lowest private, the new team member, and the rank-and-file workers. How is their morale? Do they have what they need to do their jobs? Ask the line workers for feedback on your “great ideas.” Few will hesitate to tell you exactly what they think. Gauge for yourself how communication flows in your organization. Ask the new employees what they know about where you are headed organizationally.

-- Take someone with you. While there are often good reasons to meet with people one-on-one, balance this by including others with you while you visit with the team. You are not the only one who needs enhanced situational awareness. In the military, there is no substitute for taking the supply officer down to the front lines to hear directly from the troops what they think about the “chow” or the flow of ammunition to help them understand the importance of their staff function. Who can you take with you to the field on your next visit? Whose professional development can you enhance by getting exposure to your leadership and seeing what you see when you circulate the battlefield?

-- Don’t do all the talking. Ask questions but listen intently to the answers. Write down what you learn and share it with the rest of your team. Your situational awareness is best enhanced by letting your customers, stakeholders, subordinate leaders, and employees talk about their needs and their accomplishments.

-- Stay balanced. Don’t take battlefield circulation to the extreme. If you are always on the road and never sleeping in your own bed - watch out. Maintain balance between your time in your office and out walking around. Keep a pulse on your physical, mental, spiritual, and family health. Many are the potholes that threaten the “road warrior” doing well-intended travel across the battlefield. Be where you need to be, when you need to be there, to influence key events and key leaders and to enhance your own situational awareness - but keep it in balance.

-- Always have a few briefings “in the can” and ready to go. Be ready to meet with a new client or customer while on the road. Have your vision, quarterly and annual performance reports, and future plans stored in your laptop and ready to go for use during employee town hall meetings or discussions with key leaders.

-- Catch people in the act of doing something good. So much of leadership is about who we can influence, who we can motivate, who we can touch in a positive way. Keep some small tokens or on-the-spot awards in your briefcase or “ammo pouch.” Spend time saying “thank you,” “well done,” or “you’re doing a terrific job.” One small “attaboy” from the boss down on the line, on the shop floor, in the classroom, or in the heat of battle, will not only influence the morale of your “troops,” it may determine the outcome of the battle.

Battlefield circulation is a disciplined activity. It is too easy to get sucked into the office and never leave. Leaders must be disciplined to prioritize where they need to be and to know when they need to be there. We must be conscious of how much time we are spending behind our computer versus quality time out with the troops. Note that in the business world it is commonly called management by “walking around,” not “wandering around!” Some of it is random. Most of it is deliberate movement based on a sense of where presence is required, where communication can be enhanced, and where direct influence is needed.

There is no substitute for being seen. Leadership is about influencing people, inspiring them to levels of greatness that they never thought possible. It’s about being genuinely interested in people and investing the time and energy in enabling their success. This sort of thing does not happen by email. Nope – we’ve got to be there. Let's all make a point to get out of our cubicles and get out with the troops. That’s Leader Business!

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***If you want to learn more about the business of leaders or want to be a regular reader of Leader Business, please go to the section marked "Receive Leader Business Updates in your Mailbox" in the upper right corner of this site!

Battlefield Circulation (Part II)

Battlefield circulation is the regular movement within the leader’s area of operations designed to enhance situational awareness -- both of the leader and those he or she leads (see Battlefield Circulation Part I for an introduction to this topic). It is not random visits (although these have a place in maintaining contact and regular, open communications within the team) but rather a well-planned, disciplined travel and meeting schedule that positions the leader, in the right place and at the right time, to influence the battle. Battlefield circulation is Leader Business.

General Rick Lynch was the best I’ve seen at battlefield circulation. He entered his headquarters early in the morning for an update on the current operations and the events of the evening. Each subordinate staff representative briefed him until he had a complete understanding of the friendly and enemy situation. He then spent an hour or so with his planning staff, discussing future operations, at his level about 48-72 hours in the future. He gave them guidance on how he wanted to fight the next battle and how he envisioned the battle after that, outlining very clearly his vision, his intent, and specific tasks that he expected to be completed prior to his return.

With that complete, he was free to circulate. He moved from subordinate unit to subordinate unit, talking to leaders one and two levels below his and spot-checking with the privates and sergeants down where the rubber met the road. “How is your family? What’s on your mind? How was the current battle going? Do you have all the troops and equipment you need to be successful? What do you think about the plans for the next battle? Do you understand the big picture and how your unit’s success contributes to the overall organization vision? Have you heard about the successes and failures in the unit on your flank? How can you apply their lessons learned? What additional guidance do you need from me while I am here? Do you have any heroes I can personally recognize for their contribution while I am here?”

When he was done and before he moved to another unit he would call back to his headquarters. “Any updates? Here is what I learned from this unit - please share this information with the rest of the team. This is the feedback I got from their leadership about future operations and how I think we should modify our plans to include their recommendations. Do you have anything for me? OK - got it.”

Wow! Look at what is gained from just this brief period of interaction with the team:

· Teammates who know that their leader cares for them and is working to maintain open communication channels.
· Immediate decisions, made closest to those who will have to implement them.
· A full understanding of personnel, equipment, and other resource issues.
· A true learning organization.
· A shared vision.
· An empowered staff, armed with enough guidance to accomplish their tasks and with enough situational awareness to make their products relevant.

Does this sound like something you need in your “outfit?” Is it time to get out of your office and start circulating the battlefield? What is stopping you? Take action – today!

Battlefield circulation is…Leader Business!

Battlefield Circulation (Part I)

The leader goes where he can best influence the battle, where his moral and physical presence can be felt, and where his will to achieve victory can best be expressed, understood, and acted upon.
Army Field Manual 100-5

Routinely while serving as a trainer at the Army's National Training Center (NTC), otherwise very capable combat leaders would express to me their challenges with maintaining good situational awareness about what was happening on the battlefield. They would be especially frustrated that subordinate leaders were not communicating to them what they needed, when they needed it and that critical issues were elevated to their level when it was too late to influence the outcome. These leaders consistently felt like they were not connected with their troops and knew they were not effectively leading their unit.

Their problem, shared by so many leaders, was that they were tied to their command post. They allowed themselves to be bound to their desk and tried to lead through email and secondhand information, instead of directly influencing leaders and their actions. They lacked an understanding of their area of operations and the challenges that their soldiers were having -- information that should have been gained first-hand through direct observation and face-to-face dialogue.

What they lacked, in military terms, was an understanding of the importance of “battlefield circulation.” In business circles it is often referred to as “managing by wandering around.” I have found that it is that essential leadership activity of getting out from behind the desk and getting out in the field that so often is the difference between effective and ineffective leaders.

Routinely, I saw leaders at the NTC struggling with issues such as why their plans were not completed as intended, why their troops could not embrace and execute their vision, and why it was so difficult to communicate critical information in a timely manner. And yet these were the leaders who were unable to separate themselves from the comfort of their headquarters. In business or in combat, regular “battlefield circulation” is guaranteed to enhance productivity and increase every leader’s probability of success.

Very few combat leaders are successful without regularly moving to a vantage point with a clear view of the battlefield, close enough to gauge first-hand the sights and sounds of warfare, talking to subordinate leaders and their soldiers, looking them in the eye, finding out, for one’s self, answers to questions such as: Are they afraid? Do they have what they need to be successful? Do they understand the plan? Do they understand their opponent? Have they accounted for risks? These are personal observations that cannot be gained from a PowerPoint presentation, in a conference call, or in an email.

Battlefield circulation is regular movement within the leader’s area of operations designed to enhance the situational awareness of the leader and those he or she leads. It stems from a desire to be with the troops, to be near the action, to be in the fight. Battlefield circulation, when done correctly, is not just random movement but a series of well-planned, disciplined movement and meeting schedules that position the leader, in the right place and at the right time, to influence the battle.

In business, battlefield circulation means going down to the shop floor, talking to the maintenance and production crews. It demands that leaders get out in the field with the sales staff; spend some time with the men and women in Research & Development (R&D); see what the marketing folks are up to; meet teammates on their turf; talk to customers. It means getting off our butts and getting out there with the troops!

Is this a common practice? Unfortunately it is increasingly less so. Too many leaders never leave their office or cubicle. We do too much email and too little direct communication. We let things come to us instead of intuitively knowing where the action is...and being there to help. We become slaves to our schedules instead of purposefully scheduling movements that will increase our interactions with others and enhance our situational awareness and increase our effectiveness.

Let's start to turn this around. Let's get out and start circulating the battlefield. This is Leader Business.

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For more on this discussion read Part II here (see what it looks like and what can be gained from battlefield circulation) and Part III here (some techniques and key considerations).

***If you want to learn more about the business of leaders or want to be a regular reader of Leader Business, please go to the section marked "Receive Leader Business Updates in your Mailbox" in the upper right corner of this site!

Our Open Doors

Every leader I know professes to have an open door policy. But often I find that this door is (1) open for some, not for all; or (2) open just a slight crack and almost impossible to get through; or (3) open to all -- to the point where no work can get done. So can we take a minute to look at what it means to have an open door policy? How open should our doors be?

First of all, should you have an open door? Of course. If you embrace the leadership philosophy that says people don't work for us...we work for them, then we need to make time for others. Subordinates, customers, suppliers, contractors, (or Mr. and Mrs. Taxpayer for those of us in the public sector to whom we are also accountable) -- all should have some reasonable expectation for access. People whom we serve should be comfortable in the knowledge that the door is open enough to bring issues, concerns, new ideas, or just to say hello -- directly to us.

If you have a gate keeper (your "Directors of First Impressions"), make sure they understand this. In many cases, they will keep people away, believing they are doing their duty to protect you and your schedule. But these well-intentioned people (secretaries, receptionists, etc.) must understand your intent for transparency and availability: The door is open. Be mindful of our schedule and priorities. Let possible visitors know of how much (or how little) time they might have because of other demands before they walk through the door. Embrace visitors and let them know how excited we will be to meet with them (if only in the lobby for a handshake). We work for them...not the other way around.

I believe the open door applies to email and the phone. I have 700 employees. I let them know that they can contact me at any time and by any means. I promise them that I will answer. Now, like many of you, I get too many emails. But I will answer every one of them. Maybe not right away, but relatively soon. It may be a simple, "OK...thanks! What a wonderful suggestion. Let me pass that one to XX department and see what they think. Keep thinking of ways like this to make us better." Or something like that. But I will answer! The door is open.

Here are some critical issues regarding our open doors:

-- Don't let your open door replace the chain of command. If someone brings a problem to you that clearly must be solved by someone below you, let them know that this is where this issue should be addressed. Do it respectfully and without closing the door. When we put ourselves in the position of solving every problem for everyone, we dis-empower our subordinate leaders. And when we start solving every little problem for every person, we will never get anything else done. I tell people up front that they should use my open door for problems that the chain of command has not been able to solve or problems that are organizational and will require my involvement. Problems within their own unit should be dealt with at the unit-level!

-- Don't lose momentum. Our open door cannot be an excuse for failing to address top priorities. We have jobs to do, businesses to run, missions to accomplish. Visitors and those who wish to use the open door must understand that we may have to get back to them. Just make sure that you do!

-- Don't play favorites. The door must be open to all. People talk. They notice who we make time for and those for whom we are always too busy. Keep the playing field level.

Finally, here is the insider secret on open door policies. Leaders who are out and about, who have a regular presence in the field, on the warehouse floor, or out in the stores, who practice "leadership by walking around," don't have open door issues. They are always accessible. They are listening to others and learning of their issues and ideas on a regular basis. They are meeting people where they are instead of forcing people to come to them. These leaders have no doors!

Whatever your open door policy, make sure you share it with others. Put it in an email or on a policy letter and post it for all to see. Bring in your gatekeeper(s) and ensure they share your vision for embracing those for whom you work. Discuss it with your subordinate leaders and encourage them to do the same. Then open your door...and keep it open.

Well friends...let me know what you think. My door is open! That's Leader Business.

Death by Staff Meeting

If you are like me, you are tired of staff meetings. People sit around, lost in their own thoughts, waiting for their time to speak. They perk up, say their thing, then return to their own world for the rest of the meeting. No one is listening to anyone else. Only the boss is paying any attention, and he probably already knows most of what is being presented.

What they heck are we doing? Where does it say that we have to have these meetings? If they don't add value, I have two simple words for you...KILL THEM! Stop having them and see if anyone notices. And if the world doesn't end, you may be okay.

Now I'm not suggesting that we kill all meetings. I am a big fan of the Morning Huddle and Battlefield Update Briefs (more on this coming soon). But it is these weekly staff meetings that we continue to hold -- because we've always held them -- that need to die. Pull the plug, eliminate the staff meetings!

There is another way to get this information. Stay connected. Meet face-to-face. Communicate. Let your team know that information normally saved for the staff meeting should be shared as a matter of routine -- not held to look good during the weekly session. Circulate your battlefield and get the information you need to make decisions.

Replace Death by Staff Meetings with...Death to Staff Meetings! That's Leader Business.

Leaders Listen

I'm working real hard on my listening skills. Mind you, this is not one of my strengths. I'm much better at talking, giving speeches, issuing orders and instructions than I am at being on the receiving end. I will admit it, I don't listen well. My wife will be the first to acknowledge this claim!

But right now, I am still the new guy in my job and I have a lot to learn. So I am working on as many forums that might expose me to the input of others. Here are some of the things I am doing:

- Townhall sessions across the organization with the opportunity for people to ask questions and give me feedback.

- Brown bag lunches with different groups of people.

- An open door (open email) that is open and responsive.

- Battlefield circulation or "Leading by Walking Around." I'm getting very positive feedback from people who already are commenting positively on my presence outside my office and out...where they are!

- Commander's Blog. This may be a stretch for a government leader but I know it is time to embrace the technology that might enable conversation - especially with younger workers. Nine people responded to my first post!

I've still got a long way to go but...I am working on it. The more I listen, the more I learn. And the more I learn, the more dangerous I become! I can definitely take on the challenges of our mission from a much more informed position. I'm willing to try anything. Who knows where it might lead. Listening is...Leader Business.