March Tables

When I was a young Army lieutenant during the "Cold War," I participated in a REFORGER exercise.  This served as the opportunity to practice the worst case scenario that our military strategy envisioned, with the deployment of thousands from the United States to Europe, drawing pre-staged equipment, and fighting east to the East German border.  It was all practice, of course, but it helped us understand the implications of moving people and equipment to do battle with the Soviets. 

Movements in Europe were a very challenging operation.  Nothing was easy about moving a 60-ton tank with a steel bridge on top of it.  It got us across small rivers just fine, but it did not take the narrow turns of Germany's small towns very well.  Multiply that times the thousands of trucks, tanks, and armored vehicles that maneuvered by Highway, through small villages, and across open farmland.  It was a transportation nightmare, one with no margin for error.  One broken down tank could stall thousands of civilian cars and military vehicles behind it.

Transportation officials orchestrated all of this through published "March Tables."  These tables indicated precisely the speed to maintain and when each convoy needed to hit the start point (SP) in order to keep formations from bunching up.  To do it correctly, convoys needed to be at the appropriate speed as they pass the SP -- usually a visible landmark like a highway overpass or a bridge over a river.

These times were important enough to the Commanding General of my unit, the 2nd Armored Division ("Hell on Wheels!"), that he would literally be at the SP, march tables in hand, looking at his watch to see that units met the published timeline.  His standard was very clear -- Hit the SP at the appropriate time, + / - 5 seconds.  That's right.  If you did not get your 60 ton vehicles to the start point within 5 SECONDS of your SP time, you would hear it from him.  There was no question what the standard was for all of us.  And there was no doubt why.  Time mattered.

I never thought much about it at the time.  I was, after all, just a lieutenant.  Thinking wasn't really part of my job description.  I just did what I was told, ensuring my team understood the standard, and that we met it.  But now that I am less a "Doer" and more a "Thinker," I see the value in this approach.  Here is where something like this incredibly difficult standard makes sense as I look at it in the rear view mirror:

• The standard is the standard.  It was important that the General mandated a very clear standard.  There is no question on "+ / - 5 seconds."  The General wanted people to meet this standard but not just because he was a tyrant.  The timeliness of organizations hitting the SP would dictate movements for everyone else.  Being late would have implications for thousands of others.  Standards are set so that everyone -- teammates, peers, superiors -- can have confidence in what we will do.  Other things are set in motion accordingly.  When we can start to believe that meetings will start and end at a specific time or that others will have tasks completed by a set deadline, when assumptions that we make in planning become reality to those who know they must not let others down, then standards truly add value.
• Leaders value time.  I suspect that the General was making a clear point that time mattered, that what we do with time impacts others and, by publishing his very precise standard, he wanted it to be a priority for others.  The emphasis on every second made it clear that precision mattered.  Leaders value their own time, they recognize that their actions (or inaction) impacts others, and they demand no less from their team. 
• People re-spect what the leader in-spects.  I am sure of this -- the fact that the General was on the SP with his march table and watch helped reinforce that this was important to him.  Being physically present further reinforced the importance.  Sure, he could have sent someone else or had units call him as they hit the Start Point.  Being there sent a clear message:  It's important to me so it better be important to you.  Setting standards without inspection add little value.  In fact, it can have the opposite of the intended effect.  Standards that are never met, without repercussion, lead to poor morale and cynicism.  Leaders inspect and hold people accountable to meet published standards.
• Organizations that do the little things well usually do the big things well.  In the grand scheme of things, I am sure one could argue this was a trivial matter.  What would it matter if a unit missed their start time by TEN seconds?  Probably not much.  But I am sure that the General felt that if his organization could do the little things like this well, then larger operational things, for which timing, standards, deadlines, and performance were equally important, would also be done well.

Friends, as we go into 2013, perhaps we can reexamine how we think of time.  Let's make it count.  Let's be part of a team where our word means something and where the discipline to do things right -- on time and to standard -- can have the sort of impact that I am sure it did for the mighty "Hell on Wheels" Division.  Set your clocks and let's start thinking differently about time.  Starting at Midnight on 12.31.

Plus or minus...5 seconds!

That's Leader Business!

The "Stop Doing" List

Hello Friends!

Greetings once again from Afghanistan. As most of you know, I am deployed with the US Army, working with the US Army Corps of Engineers. Our mission is primarily construction projects in support of the Afghan Security Forces and overall Counter Insurgency Operations here in country. As for me…my mission is leadership. Or, shall we say…Leader Business!

As I begin this discussion, would you join me in giving a hearty “shout out” to our Veterans on this Veteran’s Day? It is because of brave, selfless warriors like them that we can enjoy the freedoms and blessings of our lives. Let’s not forget them, let’s never leave any behind, and let’s remember to thank them – and their families – for their sacrifices, wherever and whenever they may have served! Hooah!

In the last post, I described the importance of identifying decision points – where we decide to decide – well ahead of the actual decision. This provides leaders the flexibility to influence the outcome and the ability to adjust the team, align resources, and keep the mission on track.

While we may not know it, we face decision points every day. Unfortunately, we watch most of them go by without action. Disciplined teams with disciplined leaders are talking about decisions regularly, keeping everyone on high alert for the triggers that suggest a decision is pending. This highlights the importance of regular, mission-focused communication. Keeping everyone’s head in the game is enabled by this major leadership responsibility. When people know what to look for (triggers or road signs of the pending decision), when they are kept in the loop about what is happening around them (we call this situational awareness), and when we include their input in our discussions about future decisions, options, and how we might shift our plan depending on what happens, we are rarely surprised by the inevitable forks in the road.

In any case, one of the important decisions we have been making lately surrounds what we should STOP DOING. Most of it surrounds our core competencies, our primary revenue generators, and our main mission. Everything else needs to be examined within this framework to determine whether we should stop doing it.

Like many of you, we have more MISSION than we have people. In the resource constrained environments in which we operate (to include here in Afghanistan), we often find that we eventually run out of resources, but never lack for things to do. Some of those things…are really not important. Many of them can be done by someone else. Others don’t make us any money. Most of them are distracters, consumers of resources (especially time) that we need to put into our main mission area.

So, we have hit some important decision points recently and decided – to STOP DOING some of those things. We were putting energy into a couple of projects that started to become more trouble than they were worth. We need those people focused on our priorities. We stopped doing them. I talked to my leaders about how we would accept new projects…and what we would leave for others. It simply comes down to the fact that saying YES to everything eventually maxes out resources and reduces productivity and output. Sometimes we have to say, NO.

None of this comes easy. Most organizations, and especially the one I get to lead, have a hard time with this. We like to be solution providers. We enjoy new challenges. Our tendency is to take on more and more. But there comes a point where we begin to water down our primary purpose, lose focus on our core competencies, and threaten our ability to accomplish the mission. That’s when we have to examine our team and build a STOP DOING list.

So, what about you? What can you STOP DOING? What might you outsource to someone for whom that task might actually be a core competency? What non-revenue generating, non-priority mission, non-HEDGEHOG (my Jim Collins analogy of the day) task or event should you stop, defer, or eliminate? Could you do as we have done, gather your key leaders, and ask this question: What can we STOP DOING to improve our output? What about in your personal life? What things are you putting time into that add no value, take away time from what is really important, and should similarly be examined for inclusion on this list?

You are at an important decision point right now. What you do with this, what you STOP DOING, might give you the energy you need to improve your team. Just having this discussion might help people understand how focused you are on your mission. They will get a clear picture of how critical you view your priorities and how disciplined you will be to eliminate anything that gets in the way. And so, my friends, it is time to decide to decide. In this case, to decide…to STOP. That’s…Leader Business!

Leader Business Update

Friends,

If you are a follower of these pages, you may have noted a drop-off in my publishing rate. Believe me, it is not from a lack of material. Have no doubt that there is a plethora of events and issues these days that speak to the need for leadership. My own arena presents a similar collection of daily leadership lessons and vignettes.

I just haven't been able to get to it. As many of you know, I have been putting my energy into finishing up my tour of duty with the Army Corps of Engineers in Los Angeles, preparing for deployment to Afghanistan, and trying to finish up Leader Business, the book! It is this last thing that has had me up at 4:00 a.m. every morning and has used up all my good words. I've got nothing left for the blog! (Haha!)

I thought you might be interested in the cover graphics for the book. Zoom in as you can to see the images and you will gain an understanding of the sort of ground this book covers. Leader Business, both in the book and here on these pages, tries to take the lessons of the military (the world I know now) and apply them to the real world. And, not surprisingly, it's a two-way street. Sometimes the lessons go the other way, from the business world to the military. This is the premise for the book and one which I hope you will enjoy. I am almost ready to ship to the printers, perhaps by early next week. In the interim, I hope you enjoy the "teaser" of the cover art.

While I have you here, perhaps we can learn together about yesterday's incident in the Senate chambers with General David Petraeus. The general, architect of the successful surge in Iraq and current commander of United States Central Command with responsibilities throughout the Middle East, passed out during testimony in front of the Senate Armed Services Committee. While he recovered quickly and eventually finished the hearing, he gave a scare to all who witnessed the event.

The lesson is that none of us is immune to fatigue, stress, and health issues. We have to maintain balance in our life, eat well, and get enough rest to go the distance. There are limits, even for warriors like this General. Leaders understand what those limits are and know when to throttle back a little to a more sustainable pace.

Have a great day! Get some rest. That's an order. That's...Leader Business.

Remembering our Fallen Heroes

Friends,

I trust that this posting will find all of you doing well and hopefully enjoying the Memorial Day weekend. This holiday is about remembering -- the sacrifices of the few for the many, our fallen heroes, and those who have paid the ultimates cost in defense of our freedoms. In between the Barbecues, parades, and auto races, I hope that we will remember the true meaning behind this holiday.

On May 5, 1866, the village of Waterloo, New York was decorated with flags at half mast, draped with evergreens and mourning black to praise the living Union veterans of the Civil War and to remember the patriotic dead. Veterans, civic societies, and residents, led by General John B. Murray, marched to the village cemeteries and placed flowers on the graves of those who gave their lives during the war. Thus began the first Memorial Day observance.

Benjamin Harrison, our 23rd President who served during the Civil War as a Brigadier General of the Tenth Corps of the Army of the Cumberland stated, "I have never been able to think of the day as one of mourning; I have never quite been able to feel that half-masted flags were appropriate on Decoration Day. I have rather felt that the flag should be at the peak, because those whose dying we commemorate rejoiced in seeing it where their valor placed it. We honor them in a joyous, thankful, triumphant commemoration of what they did."

Today is a day to remember not only those who died but also how they lived and what they lived for.

Having spent last week in Afghanistan, I certainly have recent memories of our warriors and all they are doing in defense of freedom. They are taking on a very difficult mission, in extremely complex terrain and environmental conditions, and are truly making a difference. They are proud of their accomplishments, confident in themselves and their leaders, and ready to do whatever it takes to finish the job. We have much to be thankful for that young men and women are willing to put their lives on hold, to leave their families and personal aspirations behind, and to sacrifice so much for the Afghan people and for all peace-loving people. God bless them all and their mission.

While I have much more to report on my quick trip to Afghanistan and my pending deployment in about a month, and all of the leadership implications of both, I think the focus today should be in how we honor -- and remember -- those who have given so much. That's Leader Business. Hooah!

Un-confuse the Chaos

Have you seen this slide? No doubt some well intentioned military staff officer, likely one operating at an oxygen-deficit, came up with this slide to attempt to describe operations in Afghanistan. It's a beauty, isn't it? Does it look like your own vision slide? How about your project delivery process, customer relation model, or org chart? My head hurts!

Listen, warfare is chaotic enough. I'm not sure whose idea it was to try to reduce it down to a single PowerPoint slide. No doubt someone thought this would turn on light bulbs and provide an understanding of how victory would be achieved for the forces in Afghanistan. Really?

I loved the comment from the military brass when they saw this slide. The sentiment was that when they understood this slide, they would have no difficulty winning the war. You got it, General. No war was ever won with sexy visual aids. And no vision has ever been achieved without leaders who can clearly articulate what they are doing and why. This ain't it! Send that trooper back to the drawing board...literally. And let's find a way to keep it simple.

When it comes to vision, the leader's job is to create order out of chaos, to "un-confuse" the situation, to help people see clearly how victory will be won. Yet, sometimes I think people no more understand what we are putting forward as our grand strategies than the great warriors in Afghanistan got where this slide was taking them. Whether it is in combat, health care, or the execution of whatever project we are working on, we need to devise simpler strategies and communicate them in more straightforward ways.

We can do better. I DO like the idea of putting our strategies on paper. My team will tell you that I love to pick up the markers and head to the whiteboard. But when we do, it must make things more clear, not less. Let's agree to these points when it comes to creating and communicating through visual aids:

-- Sketch out your vision, ideas, or master plans on paper or a dry erase board. If you can't do it...don't think it will make more sense when you try to digitize your ideas.

-- Make sure visuals are clean, simple, and easily understood. Check with those whose job it is to implement your plans. If they don't get it...your visuals probably don't add value.

-- Everything doesn't lend itself to PowerPoint! Why not try writing out a few paragraphs or putting together a white paper for more complicated issues? What did we ever do before Bill Gates?

-- If things look this complicated on paper, they probably are even worse on the ground. Most of us mice will not be able to navigate this sort of maze to find the cheese!

Look...many of our strategies and processes are confusing enough. Let's not add to the chaos with crazy slides, multiple arrows, and infinitesimal details. Slides like this produce a different kind of "vision" -- blurred! Find a way to help people see straight and "un-confuse" the situation. That's Leader Business.

Update: Friends...I know I have been delinquent in updating this forum. As many of you know, I am working hard to finish up on Leader Business, the book. I'm almost there. If you have the time, energy, or the intellectual curiosity...drop me a note and I will send you a brief excerpt so you can see where I am going. It is a rough draft, but you will get the idea. I'd love your feedback!

Attention on Deck!

If you are not one of the millions that have watched this YouTube clip of some "troopers" in Afghanistan with too much time on their hands, have a laugh and check it out.

Great article in this month's Fast Company on Joint Chiefs of Staff Chairman, Admiral Mike Mullen. I can certainly appreciate the pace of his day, his passion for open and transparent communication, and his thoughts on economic security and the relation to national security. While he does not actually command US Forces, his role as "Chief Strategy Officer" and the fact that he has the President's ear, makes his role vitally important. I like his thoughts on information management and situational awareness, leading during a time of change (what he calls "operating at the speed of war"), and the use of new media (he's on Facebook and Twitter) to get his message out.

Vanity Fair has a very interesting story on General David Petraeus. You can learn more about the man who crafted the surge plan in Iraq and is currently leading the efforts in Afghanistan and throughout the Middle East as the Commander of US Central Command.

Interesting story on MSNBC about Army Captain Casey Thoreen, the "King of Maiwand" District. Very difficult decisions that this 30-year old, West Point graduate has to make in order to empower the local leadership in his area of Afghanistan. The term we often use is "Strategic Corporal." People with relatively low ranks making decisions with enormous impact, in this case with strategic implications.

Great stuff. Also, you may want to check out Dan McCarthy's latest collection of leadership stories in the May Leadership Development Carnival.

Four more chapters to go on the book. Thanks to those of you for your help and encouragement. Pushing hard to get this project finished.

Looking forward to the chance to speak to the Orange County Leadership Academy this week. This great group of professionals always inspires me to be a better leader. Hooah!

What do we do now, sir?

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.

"Auftragstaktik"

Have you heard this term before -- “Auftragstaktik?” It sure is fun to say. Give it a try -- it is a mouthful! While you may not know the word (unless, of course, you are a student of German Army tactics), you are no doubt familiar with the concept. At least you should be.

Auftragstaktik is the German expression for “mission-oriented command.” It relies upon decentralized leadership and is the basis for decision-making at the lowest possible level, where the knowledge of the situation is always best.

Auftragstaktik requires a leader’s belief in a subordinate's ability to creatively solve problems without always having to approve every decision or explicitly direct each step. Key elements of this approach to leadership include:

-- Mutual trust among teammates based on each person's intimate personal knowledge of the capabilities of the others.
-- Repetitive training to reinforce confidence in the decision making capabilities of each other.
-- A willingness to act on the part of all leaders and...all followers.
-- Simple, sound fundamentals (policies, procedures, etc.).

-- Regular use of mission orders.

Key to this empowering approach to leadership is the use of these mission orders. If it is creative solutions that we seek, then we need to unleash people to join in the problem solving process. Leaders must avoid telling everyone how to address every assigned task. We don't always have to be the "smartest person in the room!"

Using mission orders, leaders focus on defining the problem to be solved and the parameters or criteria that they want in a solution. Focus on the why and the what – empower others to determine the how.

Taking the mission order approach for even the simplest tasks will develop the muscle density necessary for application to more challenging problems. That's the repetitive training piece. Empowering people to make decisions, trusting that they will do the right thing, accepting some failure in order to learn and grow -- that's the rest of this German Army leadership philosophy.

Lest we think this is some secret tactic that died with the Wehrmacht back in WWII, know that the US Army definitely embraces this leadership philosophy of Auftragstaktik. It is the basis for decentralized decision making. It is also what makes success possible with many sports teams, businesses, government agencies, and non-profits groups. So let's give it a more common English term. Let's call it...Leader Business.

Persistence Pays

From USA Today writer Bob Minzesheimer comes this powerful story about perseverance and the pursuit of our dreams and goals:


Talk about perseverance.
In 1977, Karl Marlantes, a former Marine and Rhodes Scholar, wrote a novel inspired by his combat in Vietnam.
This week, Matterhorn (read the review here), rewritten many times, finally is being published — and it's being touted by booksellers as one of the season's top novels.

Marlantes endured three decades of rejections. At times, he says, "I couldn't get anyone to even read it to reject it."
At first he was told: "No one was interested. We had lost an unpopular war."
In the 1980s, "I was told Hollywood had already done it."
In the 1990s, he was told to switch his story to the Gulf War. A decade later, he was advised to set it in Afghanistan.

But Marlantes, 65, a Yale graduate awarded the Navy Cross and Bronze Star, knew what war was like in Vietnam's mountain jungles in a winter monsoon. That's the story he wanted to tell.
He worked as an energy consultant, got married and had five children, now ages 19 to 31. He says he worked on the novel on weekends and late at night. He had put it aside for as long as a year but kept coming back to it.

In 2007, a friend recommended El León Literary Arts, a non-profit publisher in Berkeley, Calif. An editor loved it and arranged to print 1,200 copies of a $25 paperback. Marlantes' only pay: 120 copies that "I could sell."
Before its release, his wife, Anne, suggested sending a copy to literary contests, saying, "at least they'll have to read it." That's how Sessalee Hensley, fiction buyer at the Barnes & Noble chain, ended up being "blown away" by it.

But she thought a $25 paperback was expensive and a tiny publisher couldn't meet the demand created by the chain's Discover New Writers program.
She alerted Morgan Entrekin, publisher of Grove/Atlantic, best known for Charles Frazier's Cold Mountain.

Entrekin ended up buying the unreleased copies of Matterhorn (now stored in a warehouse) and co-published a revised $24.95 hardcover, with 60,000 copies in print. He calls it "the most amazing story" of his 33 years in publishing. "Not just Karl's persistence. But that his book turned out so well. I think it's a classic."

Marlantes' first draft was 1,600 pages. The version for El León was 800. With a new editor, he cut it to 598 pages to speed up the pace of the plot.
Marlantes, of Woodinville, Wash., sees two lessons for other writers:
"Over the years, the book got better. I learned from reading the greats — Tolstoy and Flannery O'Connor and others — and asking, 'How did they do that?'
"And you've got to stay at the table. If you walk away, nothing will ever happen."


What a story of perseverance! After 32 years, the hero who never gave up on his dream, who believed in himself and what he was doing, has written what some are now calling "a classic!"

This account really resonated with me. I too am learning how difficult it is to produce a literary work that others can appreciate! I have heard those words of rejection and faced the demons of self-doubt. Still do.

Reading about Marlantes' story makes me examine my own condition. Am I too quick to abandon my dreams at the first note of rejection? Or do I use feedback as a way to focus my approach, improve my strategies, and make myself better for the climb ahead?

While the title of Matterhorn refers to the fire base in Vietnam from which most of Marlantes' story takes place, it might also represent the long, steady ascent to the heights that represents the pursuit of our goals and dreams. It is a long, hard journey with many obstacles and numerous opportunities to turn back. But there are great rewards awaiting those who reach the summit.

Let us have no doubt that that achieving greatness, in business, in literature, or in life, requires perseverance and a belief -- in our cause and in ourselves. That's Leader Business.

Petraeus on Leadership II

The Washington Post has a great site for video interviews with key leaders on significant leadership topics. Most recently, the interviews at "On Leadership" have provided some interesting insights from Army General Petraeus. You know him as the 4-star commander of the US Central Command, the author of the "surge" in Iraq, and the leader of the Coalition Military Forces in the Middle East during some very difficult and trying times.

Take a listen to his comments here. In this second interview (see here if you missed the first one), you will be interested to learn of:

-- Sharing risk. All too often we see poor examples of leadership in which all the rewards are reserved for management while all the risks are born by lower ranking members of the team, stockholders, and everyone BUT management. General Petraeus' example of sharing the risk by being out in the field with the troops helps us understand what it means to share both risks and rewards.

-- Keeping up morale. Leaders are always under a microscope, especially when dealing with negative news. How we respond sends a huge message to the troops and sets the tone for their own behavior. The General's comments to be seen as human but don't let them see your shoulders slump reminds us of the importance of inspiring others by being genuine and that perpetual optimism is indeed a "force multiplier!"

-- Empowerment. Providing direction, left/right limits, soliciting feedback, following up. As I like to remind my own troopers, "Empowerment is not abandonment!" I loved the aggressiveness seen in the sign at the company headquarters: "In the absence of guidance or orders, figure out what they should have been and execute aggressively." Leaders must encourage initiative, accept risk, and provide feedback.

-- Communication. The General talks about the importance of being available, of taking personal responsibility for the message. Leaders must be "brutally honest" with the truth. In the most difficult times, often all we have is our credibility. When people trust us, they will accept setbacks and difficult news, knowing that you are not spinning them and will communicate both positive and negative reports.

The General has certainly learned more than his fair share of lessons on leadership -- in his distinguished career and during the very difficult trials of the last 7 years. While he is not likely to take credit for his successes, they are many. His emphasis on leadership -- focused on inspiring excellence and enabling the success of the "troopers" through things like communication and empowerment -- certainly gives us confidence in the mission and those whom he leads. That's Leader Business.

P.S. Kudos to the Iraqi people who continue to demonstrate courage and a desire for freedom and democracy in the face of danger. The elections went forward this week with a turnout that we would love to see in the United States! Proud of the Iraqi people and the US and Iraqi military who enabled the security of the election process!

Petraeus on Leadership I

The Washington Post has a great site for video interviews with key leaders on significant leadership topics. Most recently, the interviews at "On Leadership" have provided some interesting insights from Army General Petraeus. You know him as the 4-star commander of the US Central Command, the author of the "surge" in Iraq, and the leader of the Coalition Military Forces in the Middle East during some very difficult and trying times.

Take a listen to his comments here. You will be interested to learn of:

-- How they dealt with difficult news, an all too familiar event in Iraq and now in Afghanistan. Leaders have to be able to put setbacks into context. They have to be able to learn from negative events without being defined by them.

-- Lessons learned from New York City Mayor, Rudy Giuliani, about tending to small problems before they become much larger ones. Often, the discipline to do small things right has much larger implications for the team. Reminds me of a quote I learned long ago in my military career: "When you walk by a mistake without making a correction, you have just defined the new standard."

-- The concept of "Strategic Sergeants," meaning that the actions of low ranking members of the team can have potentially strategic impacts on the overall mission. When we value the contributions of each of our "troopers," training them to think strategically even while acting tactically, they will operate within the context of the bigger picture and enable the overall success of the operation.

The General has certainly learned more than his fair share of lessons on leadership -- in his distinguished career and during the very difficult trials of the last 7 years. While he is not likely to take credit for his successes, they are many. His emphasis on leadership -- focused on inspiring excellence and enabling the success of the "troopers" -- certainly gives us confidence in the mission and those whom he leads. That's Leader Business.

P.S. Today, 7 March 2010, is voting day in Iraq. Iraqis are conducting their first parliamentary elections as a sovereign, democratic nation. The bravery of the Iraqi people, and the "troopers" who endeavor under General Petraeus' leadership to give freedom a chance, will be on full display today. Please keep them all in your thoughts and prayers!

Undercover Boss

Have you seen the reality show, Undercover Boss, on CBS? A recent episode highlighted the integration of 7-11 CEO, Joe Depinto, into the entry level positions of his own company. Under an assumed identity as part of a supposed documentary about new employees in various fields, Joe spent a week being filmed doing various jobs in the stores and support shops of his huge, billion dollar, corporation.

Take a minute, if you haven't already, to watch the first part of the show above. If you have a few more minutes, watch the full show here on Hulu.

So why go undercover in your own company? Here are some of the things Joe learned in his one-week adventure:

-- Successful stores are ones in which the employees know their customers and make them feel like family. Joe was amazed at how Delores (she of the 5 children, 1 kidney, and almost 20 years at the same 7-11) knew the names of everyone who came into the store, one of the busiest franchises in the company. She (and not Joe!) was why the store was so successful.

-- Everyone needs a way to grow in the company. Joe was disappointed to find an employee who felt that there was nowhere to go, no way to grow, within the organization. There can be no dead-end jobs in a company if people are going to remain loyal and stay motivated.

-- Great programs, hatched by well-intentioned managers and senior leaders, often don't make it to the support facilities or store floors. Often this is not known unless and until those senior leaders take time to get out in the field and listen to employees. Joe was disappointed to see that his initiatives on things like facility repair and sharing of older food with charities wasn't being implemented as designed. He would never have discovered this without getting out from the big office and seeing first-hand what was happening -- day and night, and in both stores and support shops.

It was great to hear Joe refer so often to his "troops." "Great companies need great soldiers!" "Just as in the Army, the role of the leader is to take care of his people." And I know Joe is sincere, because I have served with him. We were good friends and company mates at West Point and we soldiered together out in the Army. I am proud to see that the values he learned in uniform still shape his thinking about leadership today!

Maybe a stint undercover would be good for all of us. Perhaps a day down on the shop floor would not only humble us but give us a better understanding of the opportunities and challenges that still need our attention. How about calling your own office and support staff and seeing how customers are treated to learn more about this important interaction? Why not serve others for a day and learn about the true role of leaders as servants to others?

Thanks for your leadership of 7-11, Joe. Your undercover experiences made me proud to know you are part of the "Old Grey Line" at West Point. Next time I am in one of your stores for a cup of coffee and a donut I will, no doubt, see the results of your customer and employee-focus. That's Leader Business!

Merry Christmas and Happy Holidays to All!

To all of my friends here on the Leader Business blog, please let me wish you a very Merry Christmas and a Happy Holiday season! I thank you for helping shape my leadership journey and for allowing me to be a part of yours! May we continue to grow together in 2010!

Please remember the men and women who are separated from their families during the holidays. As shown in the video above, technology helps close the distance, and I will be grateful for that during my own deployment next year. But they certainly need our prayers for their continued safety and for success in their mission! Thanks to all of them for what they are doing for all of us. Freedom is not free and we should be grateful for those who are paying the price around the world.

Please remember our leaders, especially those who are deployed and doing all they can to keep morale high during the difficulties of separation. On Christmas in places like Iraq and Afghanistan, as was the case in previous conflicts, the mission still goes on. Strong leadership from nameless men and women leaders helps deal with harsh conditions, difficult missions, and the emotions that come with separation during the holidays. Thanks to all of them for what they are doing!

Happy Holidays to the troops and to all of you. That's Leader Business!

Honoring our Vets

In 1918, the "Great War" ended with an armistice at the 11th hour of the 11th day of November. A year later, United States President Woodrow Wilson commemorated the first anniversary of this event with the following proclamation:

"To us in America, the reflections of Armistice Day will be filled with solemn pride in the heroism of those who died in the country’s service and with gratitude for the victory, both because of the thing from which it has freed us and because of the opportunity it has given America to show her sympathy with peace and justice in the councils of the nations…"

In 1954, President Eisenhower signed legislation into law changing "Armistice Day" to what we now celebrate as "Veteran's Day." This National holiday serves as an annual remembrance of the sacrifices of our Nation's veterans and their contributions to our current peace and prosperity.

Today, despite the challenges of ongoing wars, and amid the sorrow and heartbreak that we share with the Soldiers and families at Fort Hood, Texas, we pause again to honor those who have served. We thank them for their willingness to put their country above self, to subordinate personal comfort to the cause of freedom, and to serve in the defense of those who often cannot defend themselves. We honor the brave men and women -- and their families -- who have given so much, who have written our history, who have enabled the success which we now enjoy. We honor and thank our Veterans.

I saw the sacrifice of another generation when I walked the battlefield on which my Father had fought in Viet Nam almost 40 years ago. Together with my brothers, we gained an appreciation for the difficulties of a foreign land, a hostile enemy, and a ridiculously challenging climate (hot + humid...UGH!). I saw the sacrifices of the "Greatest Generation" when I followed the trails of the Battle of the Bulge in Eastern France and Luxembourg. And we've all seen the sacrifices of today's generation on difficult battlefields in Iraq, and Afghanistan. The word that unites them all -- sacrifice -- is the source of our pride and admiration.

Today, our Veteran's still need our thanks. They deserve our fullest support for quality education and medical programs. They deserve our consideration for employment and contracting opportunities. And their families equally deserve our appreciation for their sacrifices in support of their loved ones!

Thanks to our Vets! Would you all join me in remembering the sacrifices of those who have worn the uniform and, in some cases, made the ultimate sacrifice in defense of liberty. Would you thank the vets you work with or who you pass on the street? Would you honor them for their service? That's the reason this day is special and why President Wilson said our reflections should be filled with solemn pride. And that is...Leader Business!

Image courtesy of www.history.army.mil.

Rangers Lead The Way III

I have been using these pages to remember the impacts of my "crucible" event, my training at the US Army Ranger School. (If you are not familiar with it, this video series is a pretty good summary.) Two months of no food and little sleep changed me in profound ways. Externally, I lost about 50 pounds and probably aged ten years. But internally, I left with a confidence that I could handle any challenge, with a belief that it is possible to create a team where "buddies" would do anything for each other to be successful, and with small unit leadership lessons that serve me to this day, now 20 years later.

One of the requirements of the training was to memorize the Ranger Creed. Now on the surface this was just more stress, adding another demand on an already overextended and fatigued body and mind. But it caused us to understand the culture of the Rangers and to become part of something that was bigger than ourselves. This "creed," or set of beliefs, has elements that go beyond the Rangers and have application to what leadership, teamwork, and mission-focus are really all about:

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other soldier.
Never shall I fail my comrades. I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.
Gallantly will I show the world that I am a specially selected and well trained soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

They were just words, a burden for a Ranger candidate to memorize and recite on order. They were random thoughts bouncing around in a brain consumed with thoughts of food and home. NEVER fail your comrades. Complete the mission...NO MATTER WHAT...though we may be the lone survivor. Just words...until I started to believe it. And when I saw the power of a team and its leaders who had internalized these words, who lived them out in their personal and professional lives, I knew what it meant not only to be a Ranger, but to be a leader.

You can appreciate the power of a unit that embraces these principles. They are unstoppable. They believe in themselves and their teammates. They prepare themselves mentally and physically for every task. They are confident and professional. They will never fail.

I will admit that I have since forgotten the exact words to this creed. But I still embrace the concepts it embodies and the purpose behind forcing us to memorize it. The Ranger Creed really is the essence of leadership, at any level. Build a team of highly trained, inspired, confident professionals. Instill in them a culture of TEAM over self. Lead from the front and accomplish the mission, without excuses, without fail. These elements are not reserved for elite Special Forces. They should be what we seek in any team we lead or to which we belong. That makes it...Leader Business.

Rangers Lead The Way II

Previously, I shared with you the impact that my attendance at US Army Ranger School made on my personal and professional development. Two months of no food and no sleep (check out this video series if you are interested in learning more) left me skinny, tired, and confident that I could handle anything!

One of the more important elements of the training was the assignment of a "Ranger Buddy." This was a peer who would become my shadow for the subsequent 61 days. We kept each other awake, helped with weak areas, and encouraged one another when times got difficult. If we went for water or to the latrine (the training broke down a LOT of barriers!), it was with my buddy.

I think this is still an important concept. No one can go through life -- or leadership -- alone. Everyone needs a Ranger Buddy to provide counsel, to be a listener, or to challenge us to push farther than we otherwise could do alone. Whether a spouse, boyfriend/girlfriend, or a colleague at work, we all need the encouragement and accountability that comes from a "Buddy."

So, what about you? Who is your Ranger Buddy? Who pushes you to accomplish more than you would on your own? Who do you feel comfortable enough with to be yourself, to let down your guard, to expose your weaknesses? Who holds you accountable? This is a difficult concept in a society that seems to interact less, where relationships are based on status, and where leaders are more comfortable seeking counsel in a book than in a real person! But I am convinced that we must connect with at least one person who cares less about status and appearance (two months in the field -- with very few showers -- tends to make status pretty meaningless) and more about helping one another be their best.

That's what Ranger Buddies do. And that's Leader Business.

Hail to the (New) Chief!

Yesterday I was able to attend the pinning ceremony (sorry for the poor photo quality) for one of my employees as he achieved the rank of Chief Petty Officer in the Navy Reserve. Daniel is one heck of a journalist in my public affairs department and is an emerging leader in the ranks of the navy as well. (Truly he wears two hats -- for me in the ARMY Corps of Engineers and here in the NAVY reserves!)

What struck me as unique was the importance of this milestone. The Navy seemed to really mark the transition from led to leader in an important, meaningful way -- more so than we do in the Army. These ceremonies, in which selectees for this promotion pin on the new rank and receive the coveted hat of the "Chief," are worth noting and worth considering the implications for the rest of us.

A "Chief" in the Navy signifies leadership within the enlisted ranks. Sailors progress until they demonstrate in their performance, leadership potential, and technical expertise their readiness for the higher grade. This ceremony then signifies in a meaningful way that readiness and formally marks the transition into positions of greater responsibility and higher expectations.

Really the ceremony was just the public recognition. I learned that Daniel had been preparing for several months for the new rank. He had spent hours studying leadership, memorizing key texts, examining Navy history, understanding more about the role of the Chief and the responsibilities that come with wearing the "anchors" on his collar, mentoring under senior enlisted leaders, and in many other ways preparing for the transition. There was undoubtedly an investment in this new leader that would prepare him for these higher levels of responsibility. Daniel took it seriously and so did the Navy.

I was impressed with the importance of the event and wondered if I do enough to mark these sorts of transition in my own organization. I left thinking that I should do more to signify the importance of the selection of a new leader, that newly "minted" supervisors should do more than just get the bigger desk and maybe a little more in their paycheck. Becoming a leader should be as important and memorable of an event on my team as the Navy made it for Daniel.

I left thinking that I would not let another person become a leader in my organization without the sort of investment that I saw reflected at this ceremony. I need to make sure that my teammates have the necessary skills and tools, that they have a support group in place to help them understand their new roles and responsibilities, and that they are recognized in this important transition.

The Navy gets it. So do I. And that is...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.

Support the Troops -- Hire a Vet!

The great Wally Bock (Three Star Leadership) has an outstanding post reminding people to "Hire a Vet!" He refers to an excellent article from the HR Web Cafe, "Why Not Hire a Vet Today?"

This is a great reminder to all of us with hiring authority. Why not hire a veteran today? Why not support the troops and help one of these warriors in their transition from soldier to civilian? Why not consider what one of our brave service men or women might contribute to your team? Why not employ a "wounded warrior?"

The HireVetsFirst website has the following "10 Reasons to Hire a Vet:"

1. Accelerated learning curve.
2. Leadership.
3. Teamwork.
4. Diversity and inclusion in action.
5. Efficient performance under pressure.
6. Respect for procedures.
7. Technology and globalization.
8. Integrity.
9. Conscious of health and safety standards.
10. Triumph over adversity.

Yes, our battle-tested warriors certainly offer more than just the fact that they've served. They are worthy of consideration for hiring because they are good. They are creative, reliable, fun people who will contribute from day one. They are good leaders and good teammates. They can follow orders...and give them. They understand "mission first...people always!"

Thanks Wally and Julie for this reminder. Thanks to you who will take a chance on a vet! That's Leader Business! Hooah!