Leading in Chaos

Here in Afghanistan, not unlike many of the environments in which you operate, everything seems to be difficult. We have too much work and too few people to do it. We lack the resources to be as efficient as we would like. Our contractors struggle to meet schedules and operate within budget. We answer to too many bosses, all of whom have different priorities. Turnover among our employees is incredibly high (3% per week). Movement to project sites is complicated by lack of roads, complex terrain, a ruthless enemy who creates security challenges at every turn, and the logistics of moving around an area of responsibility about half the size of the state of Texas.

Life is hard. There are any number of reasons we use for why we fall behind on our schedules or exceed our budgets. Lots of reasons...but none of them matter. We have to find a way. As leaders, we are challenged to sort through the chaos, bring order to complex situations, identify and resource priorities, and get the mission accomplished. NO MATTER WHAT!!

Do you find yourself in these sorts of situations? This is where we as leaders have to sort through the chaos, we have to bring clarity to the situation. We have to be the ones to maintain calm, to help people sort through the friction of the moment and still accomplish the mission.

I like to remind people (and myself) every day...IN TIMES LIKE THIS...THIS IS WHY THEY NEED US! If everything ran perfectly smoothly, why would they need leaders? If decisions didn't need to be made, if difficult choices among competing demands did not need to be discerned...why would they need us? They could just figure it all out themselves, right?

Well, usually...they can't! And they do need us. Leaders bring order to chaos. Leaders sort through the fog of war and point the team in the right direction. Leaders realize that stuff happens. Always has...and always will. How we are defined, where we add value to the team, is in what we do when the stuff happens. Do we fail in our tasks because of these problems, or do we succeed in spite of them? This is the true measure of our leadership, when we are tested the most, and when we either stand and deliver...or succumb to our enemies.

Whether here in Afghanistan or wherever you serve as a leader, keep reminding yourself...this is why they need us. Problems are not something to complain about, they are opportunities to teach, to grow, to solve problems, to increase communication, and to add value. I love this stuff!!! This is what leaders do. That makes it...Leader Business!

Note: Can I take the chance to thank those of you who have either ordered the Leader Business book or who have forwarded the link to your friends, colleagues, or anyone else who might benefit from a focused examination of the battle-tested principles of leadership. We sold about 150 books in the first two weeks. I'm thankful to have sold one. The rest..is gravy! Here is the link should you want to learn more. Thanks to all! Hooah!

Rangers Lead The Way

Many years (and several knee surgeries) ago, I completed Army Ranger training and received the coveted "Ranger Tab." Two months in swamps, mountains, and sandy deserts without food and sleep helped me understand what it took to be able to serve among the military's elite troopers. I learned about survival in difficult conditions and the fundamentals of small unit leadership. We jumped out of perfectly good airplanes (with parachutes), rappelled off mountain cliffs, and made our way through impossible swamps. For two months of misery, I received a 20 cent piece of cloth that I could wear on my uniform -- forever!

Ranger School was a life-changing moment -- not for what I learned about Ranger tactics, but what I learned about...myself. I learned how far I could push myself, how to subordinate personal comfort to mission accomplishment, and the importance of being a good follower. I learned to rely on my fellow Ranger buddies and to similarly be an encouragement to them. I learned the importance of time management, communication, planning, and leadership in crisis. Yep, two months without food and sleep will bring out the best in a man! Ha!

Many leadership studies highlight the importance of an event such as Ranger training to strengthen the resolve of teams and the belief of leaders in themselves and each other. Short of managing actual crisis situations, this sort of training is invaluable for developing the sort of leaders that are capable of addressing difficult situations with a suite of already-tested skills and tools. Ranger training was the sort of "crucible" for me that still gives me confidence in my ability to handle any problem.

So, what are you doing to provide this sort of life-changing event for your "troopers?" Whether through training, leader development programs, or even the pursuit of high risk / high reward opportunities together, it is important to create these "crucibles" for your team. Teammates need to be able to reflect on previous successes ("If we could do that....we can do this") and leverage them against new challenges. The confidence that results is critical. The leadership and the belief in each other is priceless.

The motto of these elite troopers is "Rangers Lead The Way!" I certainly felt that way when I finished my training and put on the tab of the Ranger. (That...and I was really, really hungry!) It was a crucible moment for me. What about you and your troops? That's Leader Business.

If you are interested in more about Ranger School, check out this series of videos. Hooah!

Read Rangers Lead the Way II.

Read Rangers Lead the Way III.

Leadership During Challenging Times

I spoke last week to a group of managers and division chiefs at the Orange County Leadership Academy. They are a great group of leaders. I was impressed by their commitment to growth and development and their passion for those whom they serve. I felt that as public servants we had a lot in common and I believe that my thoughts resonated well with them.

The topic was leadership during challenging times. Many of the hundred or so in the audience are going through something that is common in the military: Too few people and not enough resources and time; and WAY more mission than they can handle. In the military we would say that when you are running short on everything but ENEMY...you are leading during a challenging time!

These were the key elements of "Leadership During Challenging Times:"

-- Leaders stop the bleeding and focus on the mission.

-- Leaders communicate and involve others in decision-making.

-- Leaders create synergy (the whole is made greater than the sum of its parts).

-- Leaders are comfortable being uncomfortable.

-- Leaders turn challenges into opportunities.

As I reminded the audience, and myself on a regular basis -- During times of difficulty, it is important for leaders to remind themselves...this is why they need us! Leadership during challenging times is...Leader Business.

Contact me if I can speak to you or your group about "Leadership During Challenging Times."

More on Sully

The more we learn about Chesley B. "Sully" Sullenberger III, the more impressive his feat becomes. Yes, the pilot of US Airways flight 1549 is now the toast of the TV news circuit. He was introduced in Tampa, Florida last weekend before the kickoff of the Superbowl. He is getting his 15 minutes, for sure.

But you know what? This guy is the real thing. The more I read about his courageous and professional performance in landing his plane on the Hudson River and saving all 155 people aboard the flight, the more impressed I am with his leadership.

Watch this video (courtesy of CBS News -- sorry about the commercial at the beginning) and think about communication during a time of crisis.



Here are three key communication take-aways that I saw from Sully's situation on-board that flight:

-- Report immediately. Don't overanalyze. State what you know, let people trust that you will get back to them as soon as you have developed the situation. Keep communications short and simple. (Note to all of us: Please accept this initial report from subordinates. Give them enough time to sort out the situation before pressing them for more information!)

-- Include others in your decision making. Sully did not try to figure everything out himself. No doubt he was constantly reviewing options with his crew. In the video clip, it is clear that he explored at least four different options for landing with the air traffic control crew. Involving others in decision making, talking out various options, gives us the best chance of finding an appropriate solution. Leaders who take on all the burdens of decision making during times of crisis run the risk of missing alternatives that others might provide.

-- In times of crisis, focus less on what happened and more on what you are going to do about it. There will always be time to analyze the causes of crisis situations. That time is not when you are working on landing a plane in the Hudson River! Sully mentioned only once that he had lost his engines during takeoff due to a bird strike. No one pressed him for more information on how or why. Instead, the conversation focused on how to get the crisis under control.

In these challenging times, many of us are experiencing crisis situations. Businesses are failing. Federal, state and city budgets are a mess. We have no shortage of challenges. Let's apply some of "Sully's" communication principles and find a way to "land the plane." How we communicate, internally and externally, may be the key enabler of success. That makes it Leader Business.

Competent Courage from an American Hero

By now we are all familiar with his story. Chesley B. "Sully" Sullenberger III skillfully landed a US Airways jet in the Hudson River, saving the lives of all 155 people aboard the plane. A former fighter pilot for the US Air Force, "Sully" demonstrated the sort of courage under pressure, in a time of real crisis, that truly warrants the claims of "American Hero." He landed the plane, then calmly walked up and down the aisle twice to ensure all passengers were off before exiting himself.

This sort of leadership, this demonstration of courage and competence in a time of crisis, is worthy of our praise and surely the sort of thing we could use more of now -- in politics, in our businesses, schools, and communities, and on our planes! With the turmoil and chaos we see in our world today, we could sure use more leaders like "Sully."

Prepare for impact. While those were "Sully's" words as the plane headed toward the Hudson, they were also what it took for him to successfully land on the river. He had prepared his entire life for that event. He has flown for nearly 40 years and logged over 19,000 flight hours, first with the Air Force (F-4s and gliders in the 1970s, the latter certainly being fortuitous that day), then almost 30 years with US Airways. He served on a board that investigated aircraft accidents. He is President of an aircraft safety company. When he returned to his hometown, he simply stated that he was "doing the job he was trained to do." Preparation for worst-case scenarios, training, and experience all count for something and undoubtedly enabled "Sully" to do what he did. In a time of crisis, training is not what we cut to help us keep the plane flying, but what we must continue to do to keep the aircraft in the air...or to bring it safely to the ground.

Communicate transparently. Upon impact with the birds, "Sully" immediately radioed the air control tower that his plane had suffered a double bird strike, taking out both engines. With a calmness that relayed confidence, he told passengers to "brace for impact." While we have not heard the cockpit communications, I have no doubt that he maintained continuous contact with his crew, his co-pilot, other aircraft, and the control tower. Communication in a time of crisis is critical. People need to understand what we know, when we know it. They also need to believe in the competence of their leaders, that they will continue to be updated on the situation, without painting false, rosy pictures. When the plane is going down, that is not the time to tell people to enjoy the in-flight movie. Communication during crisis prevents chaos.

Hold it steady during the crash. While the headlines read -- Jet crashes in the Hudson, they should have read -- Jet lands in the Hudson. In a time of crisis, the first task is to stop the bleeding. Land the plane. Get the team under control, survive the impact, and go from there. "Sully" knew he could not make it safely to any of the local airports and felt that his best option was to do a water landing. While the risks of that maneuver surely had their own safety implications (it was near freezing in New York City, bridges crossed the river in multiple spots, etc.), "Sully" felt that it was his best option in order to bring the plane down. Getting people off the plane would be his second priority. The first one, and any leader's principal concern during a time of crisis, was to land the plane.

Nobody panics. Control the chaos. No doubt, people took comfort in the tone of "Sully's" voice and the controlled decent to the river. No sharp turns, no rough dives that might signal a lack of confidence. Then, when the plane came to a stop, "Sully" calmly walked up and down the aisle (twice!) to ensure that all passengers had exited. Trust your skills, know your equipment, operate the way you train. In a time of real crisis, leaders control the chaos.

This is a true American hero. I love "Mrs. Sully's" comments at his welcome home ceremony: "I knew when I married Sully the one thing for sure was that he was the most honorable man I knew," she beamed. "I have always known him to be an exemplary pilot, I knew what the outcome would be that day because I knew my husband. But mostly for me, he's the man that makes my cup of tea every morning." (Source: NY Daily News) Brave, calm under pressure, and a selfless servant. "Sully" teaches us all about leadership in a time of crisis. That's Leader Business.

Contingency Planning

This week I was reminded of the importance of contingency planning. In an otherwise very busy and eventful week, life presented these additional challenges:

-- One of my employees passed away. A great American and important piece of our organization failed to show up for work one morning and, as we ultimately learned, is no longer with us.

-- A 5.4 magnitude earthquake centered about 30 miles from downtown Los Angeles rocked my headquarters building. Thank God for building codes!

-- Flooding in Arizona continues to stress infrastructure and pose problems for people and businesses. I learned that some cities and municipalities have Emergency Action and Response plans...and others do not.

Dwight D. Eisenhower once said, "Plans are nothing; planning is everything." It is impossible to fully script and account for every crisis, every scenario that we might face. No matter what we plan, life will throw a curve.

So do we abandon planning and just be ready to deal with anything? On the contrary, contingency planning is critical to provide the base off of which we can respond. It gives us a framework for thinking about how to think and how to lead during emergencies. It will help identify things such as:

-- How to contact employees, customers, and others in times of crisis?
-- How and when to report to higher headquarters about important issues?
-- What are important first steps to be able to assess the situation and take immediate action?

We can't plan for everything. But the very act of conducting contingency planning for likely scenarios will help prepare leaders for what does occur. It gives a general framework for decision making in crisis. It also helps subordinate leaders and teammates understand what actions they must take at their respective levels as well as how to respond in the absence of orders.

This is what I have learned -- this week and in 23+ years of responding to emergency and crisis scenarios: While I think we are ready for what we have planned, the reality of life will be something much different. But the very act of planning, of working through contingencies and "what if drills," will help us meet our challenges. People will have confidence in themselves and their leaders in times of crisis.

What might you plan for this week? What scenario might you present to your team and work through how you will respond? Are you ready? 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.

Crisis Management

We can learn a ton about crisis management from pilots. Watch this video from the History Channel about one Israeli Air Force pilot's actions in a definite time of crisis: http://www.sonnyradio.com/F15.wmv

Some thoughts on Captain Zivi Nedivi and his ability to land the F-15 with only one wing:

-- Communicate. Let your teammates know what has happened and what you might be doing. Give warning orders and discuss contingencies. Don't solve problems by yourself. Captain Nedivi communicated with his navigator and with his wingman throughout the crisis. We must understand what is happening before we can solve problems. Thus the need to communicate, gather facts, and prepare the team for subsequent actions.

-- Put out the fire. Whatever is causing the crisis -- solve it. Captain Nedivi quickly recognized that he would need to stop the plane from spinning before he could do anything. His quick, counter-intuitive thinking caused him to use his afterburners to stop the spin and bring the plane back under control.

-- Assess the situation. Just as Captain Nevidi called his wingman to assess the damages, crisis management suggests that once the situation is under relative control, we need to increase our level of understanding. Gather facts, brainstorm on solutions, bring in experts.

-- Fly the plane. Once the crisis is dealt with, get back to relative order. For a pilot this means to keep the plane level and under control. In business, this means keep making money, reassure your customers, stockholders, suppliers, etc. and keep the organization level.

-- Keep calm. Crisis situations are not the time to panic, to start screaming at others, or to curl up into the fetal position underneath our desks. This is what leaders are paid to do! Remain under control and direct the team. Act like you know what you doing. Bring a sense of normalcy to the team -- and they will follow you anywhere. Panic -- and they will abandon ship and not be a part of solving the problem.

-- Have emergency response plans. Even if Captain Nedivi did not have contingency plans for flying with only one wing (!), he no doubt had rehearsed any number of crisis scenarios that prepared him for this one. Leaders must develop and rehearse plans that will enable success when problems arise. None of them are likely to be the exact problem we will face, but the preparations will allow for calm decision making in times of crisis.

Great stuff. While most of us will not have to fly a plane with only one wing, we all must be prepared to deal with crisis. And crisis management is Leader Business.

Leadership Under Fire

This week has certainly seen some difficult situations for many here in Southern California. The fires that raged from San Diego to Santa Barbara caused the evacuation of nearly 1 million people and burned over 500,000 acres. And scenes like the picture to the left that I took on a tour of the town of Rancho Bernardo (ground zero for the really destructive fires in San Diego County) highlight the human toll from the 1500+ homes that have been damaged or destroyed in the last couple of days.

This could have been much worse. Thankfully, the 80+ mph Santa Ana winds that helped stoke the fires, died down and allowed the fire fighters to gain an upper hand. More importantly, leaders at the local, state, and federal level worked together to solve problems and minimize the impact to the region. No question, it could have been much worse.

As I toured the affected areas, I made a few notes about "leadership under fire" that I thought were important take-aways for us all:

- Good things happen when we don't care who gets credit for them. The State of California was front and center during the response and they did a great job. Kudos to them and well done, Governor Schwarzenegger. As part of the federal effort, I am comfortable being part of the team. My organization responded to FEMA and FEMA provided support to the State. And when egos are less important than accomplishing the mission, things work out.

- Be ready. Leaders of any size team must do some pre-planning for disaster type scenarios. Ensure you have contact information for all teammates and have a procedure to establish accountability. Have contingency plans ready. Rehearse them regularly. Identify key initial actions that will allow for establishing command and control, developing the situation, and making decisions.

- Build vertically linked teams to make rapid, well informed decisions. I visited several of the County Emergency Operations Centers (EOC) here in Southern California. While they were different from each other (and different from my own), they all had common elements:

• Representatives from each functional area (public works, transportation, utilities, etc.) were present in the "War Room." They were enabled by the presence of representatives from the State and Federal (FEMA) level that could pass information, share resources, and update the situation.
• The lead in the crisis management team was a function of the situation. Because it was a fire, the Fire Chief had the lead. If it was a flood, the public works director would step forward. If an earthquake, the Police Chief would be at the head of the table. Each of them had to be comfortable functioning in either the lead or support roles.
• Information had to be "fuzed" together somewhere. They all had EOCs and, within each, a cell where information came together and major decisions could be made. They built a common operational picture that threaded all of the known data together to enable the best decision making - and key representatives were there to make those decisions.

My own team did okay as well. We staffed up our EOC (they are still at 24/7 levels) and provided support within our functional responsibilities. While we have not been major players in response to the fire (we probably will after the fires are out - debris removal, flood mitigation, erosion control, etc.), it was my first crisis here with my team and allowed me to develop a few personal lessons learned:

• Always ask "Where do I need to be to see the battlefield...and where do I need to position my key leaders?" It is always difficult to make decisions with imperfect information. Fill in gaps by getting "eye's on."
• Build a Common Operational Picture. We're still not where I want to be. But we are getting better. With GIS and Google Maps, it is increasingly easy to build overlays, share data, and build the picture that enables decision making.
• Capture lessons learned. We are a learning organization. There are many things we can do better. Our lessons will be incorporated into revised SOPs and organizational policies and make us better prepared for the next event.
• Position key leaders. I have visited with my counterparts at the state, federal, and county levels. I have sent subordinate leaders to liaison with other response nodes to ensure we are linked. This has been helpful to all of us.

The fires are still not completely out. And we can be sure that the impact on families will certainly remain for some time. For them, and the first responders who put their lives on the line every day, I hope you will continue to pray. But there is certainly plenty we can all learn during these crisis situations. I know I have. That's Leader Business.