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.

Selfless Service

Selfless Service can be defined as service which is performed without any expectation of result or award for the person performing it. The Army thought enough of this characteristic to make it one of its 7 core values:

Selfless Service: Put the welfare of the Nation, the Army and your subordinates before your own. Selfless service is larger than just one person. In serving your country, you are doing your duty loyally without thought of recognition or gain. The basic building block of selfless service is the commitment of each team member to go a little further, endure a little longer, and look a little closer to see how he or she can add to the effort.

I like to think of it this way: Selfless service is not thinking less of yourself but thinking of yourself less.

Leaders can always have confidence in their skills and abilities. They are comfortable in their own skin and know where they fit on the team. But their actions are not driven by concern for self. They don't act based on how it will impact on their own careers or if it will make people like them. They don't worry about individual statistics. They act in the best interest of the TEAM. They put others before themselves.

So how do you measure up? Do you put others first? Do you measure your actions based on how it will make you look or what it will do for your own promotion potential? Do you serve yourself or others?

The Army believes that a team of selfless servants can go further, endure longer, and become an "Army of One!" Any organization of people like this, led by leaders who embrace this concept, cannot be stopped. Selfless service is...Leader Business.

Mixed Messages

I took this picture this week at an airport in San Diego. Crazy, isn't it? But it got me thinking about the mixed signals we send to our teammates. When we say one thing and do another, we generate this same sort of confusion. Here are some examples:

-- You are empowered. (Just ask me before you do anything bold).
-- People are our most important asset. (As long as we are profitable).
-- Keep me posted and let me know what you are doing. (But don't expect me to answer you -- I'm real busy!).
-- People are free to be themselves. (As long as they fit within our very narrowly defined culture).
-- Don't waste my time. (But it is okay if I waste yours!).
-- We invest in our people. (But we're too busy to train).
-- Hold each other accountable. (But don't tell me if I'm letting you down).
-- Failure is simply an opportunity to learn and grow. (But you're out of here if you make a mistake).

You get the point. Leadership is about walking the talk. It's about consistency between our language and our actions. And it's about avoiding the kind of mixed messages that this picture represents.

One leader who embodies the "walk the talk" approach is Mr. Herb Kelleher. Wally Bock writes in "Three Star Leadership" about Herb finally stepping down as Chairman at Southwest Airlines. I had the opportunity to have dinner with Herb about a year ago and truly believe that he is the real deal. His approach to Servant Leadership is genuine. People truly are first at SWA.

Thanks for the post, Wally. Congratulations Mr. Kelleher on your amazing ride. And thanks to all of you for what you do to avoid mixed messages, to "walk the talk," in your respective professional lives.

That's Leader Business.

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.

Customer Service

I write this after a rough week of customer service lessons learned.

- Our newspaper was not delivered 4 of 7 days this week. We called...it picked back up...and then it stopped again.

- Our mail is now going to someone else with the same name here in my town. That cannot be good!

- It took me two hours to work through the "language barrier" to get my wireless router fixed on the Linksys customer service Hot Line. The only thing hot after that...was me.

- I was standing at the door of the gym yesterday morning at 0500. At 0520 the guy showed to open up. No apologies...nothing.

And I know I am not unique. If you've done much air travel, you may sense, as I have, that we matter less and less. No peanuts...no smiles...no "bending over backwards because I know you are the customer and you are paying for this and I know you have a choice and how may I serve you!" Same thing in so many other industries. And we won't even talk about the post office, the DMV, or the cable company. I'm on "Customer Service Alert Level 9!"

But before I get too spun up, I needed to examine my own customer service. And therein lies the leadership lesson. True leadership is about the service of others. So I need to constantly assess how I am doing in these areas:

- Do we promptly return phone calls and emails. Even a short acknowledgement lets others know that their contribution matters.

- Do our products and services give the customers what they want? Or do we give them what we want, what makes us comfortable? So often, especially in government, we have a "here it is...take it or leave it" view of our services.

- Do we place the needs of our internal customers (our employees) above our own? Are we sensitive to their issues, their needs for growth, their input on problems? Or are we focused on ourselves?

- Organizationally, do we handle correspondence in an appropriate way. This is a big problem for government. We get dozens of requests for information every day. I handled one recently that was a response to a request for information from a local municipality. It was several months old. I had my staff go back and rewrite my response with the following opening statement: "Please accept my apologies for this slow response. We are better than this and you should fully expect more timely communication from us. It is my goal to be more transparent and more responsive. Please hold me accountable as we strive to improve. This delinquency is unacceptable...even in government!"

You get the picture. We all can do better in this area. To lead is to serve. I'm learning this lesson every day. But man...it can be painful!

That's Leader Business.

P.S. For those of you not on my mailing list for the Leader Business Newsletter, here is a link to the August newsletter, a summary of our discussion on a leadership philosophy, what I call "The 7 BEs of a Leader." Enjoy! Hooah!

Be Mindful of Others

This is the 3rd in a series addressing the key elements of a leadership philosophy. I call them the “7 BEs of a Leader.” Before assuming a new leadership position, Army pre-command training includes time to create one’s personal leadership philosophy. This is a great exercise, one that I have done deliberately many times. I have found that articulating my beliefs, my core values, and what exactly makes me tick are critical elements to share with my subordinates. Doing so, from the beginning, eliminates uncertainty – with subordinates and those whom I serve (customers, stakeholders, etc.) - and helps define the culture and leadership climate that I seek to create. It, like me, is a work in progress. So let me know what you think.

Leaders genuinely care about the welfare of their subordinates and know that people are what leadership is all about. They put the needs of others before their own. They serve others through empowerment, development, and encouragement. They listen and demonstrate characteristics like compassion and empathy. They know that people have good days and bad – just like they do.

Being mindful of others includes the following key leader tasks:

· Counsel subordinates regularly.
· Care enough to learn the first names of your subordinates and their family members. Not a strength of yours? Work on it! Learn the names and background of the janitor in your building, the attendant at your parking garage, and the FEDEX guy.
· Invest time and money in the professional development of your team. Help them take their leadership skills to the next level. Help them be successful.
· Accept the fact that work is probably not the number one priority of your workforce. Care enough to determine what those higher priorities might be.
· Offer commendations in public but discipline in private.
· Be generous with awards.
· Listen - to your workforce and to your customers. On the advice of author Stephen R. Covey (The 7 Habits of Highly Effective People) – “Seek first to understand, then to be understood.”
· Write a note of praise and encouragement to a teammate.
· Invest in those things that are important to subordinates (and will keep them motivated to stick around – and to excel in what you ask of them) such as training, pay and benefits, fitness, flexible work schedules, child care, etc.

One of my first leadership lessons at West Point was that leaders treat everyone equally. But this should not imply that it is acceptable to treat everyone equally bad. I know of several military leaders whose subordinates live in fear of them. One such commander, a friend of mine, never understood what it meant to be mindful of others. He regularly criticized and belittled his teammates in public and created an organizational climate of abuse and distrust. That is hardly the environment that inspires others to give their best or, in battle, to give their lives. No surprise – my friend was relieved of command in Iraq.

So what do you know about the hopes and dreams of your workers? I like to remind people that most soldiers do not join the Army to be lowly privates. They have goals to some day be leading the unit in which they serve. The same goes for our secretaries, staffs, and new hires. Don’t think they believe they have peaked. They have aspirations for so much more – and it is our job to help them get there. So what are you doing to help them achieve those goals? What sort of investments are you making to enable their success?

To be mindful of others is a daily walk in humility. The higher we go in leadership, the greater are the numbers who exist to take care of us. Leaders must turn this around – to serve and not be served, to build and encourage others and not beat them down, to put others first.

Leaders must use the golden rule to guide the way we treat other people. “Do unto others as you would have them do unto you.” A workplace and a leadership climate governed by the golden rule will have no place for things like sexism, racism, discrimination or intolerance. Leaders must set and live this standard and hold others accountable. This is not political correctness but rather the living of the biblical wisdom that has guided relationships for nearly two thousand years. Be mindful of others.

That’s Leader Business.

Servant Leadership

Hello friends –

I term we often hear tossed around to describe people-centric leadership is, “Servant Leadership.” Unfortunately it is a lot easier to say than to truly put people first, to serve rather than to be served. But be sure there are some terrific leaders who have built strong, enduring organizations by putting others first. This is the heart of the business of leaders.

One such leader is Southwest Airlines founder Herb Kelleher. I had an opportunity to spend some time with him recently and was amazed how passionate he is about this concept. He not only talked the talk, he walked the walk. Just ask anyone who has flown on, or worked for, Southwest Airlines recently. They’ll talk about the people. When I heard some of the comments below from Herb, I thought of many of the great leaders with whom I have served in the Army. Like Mr. Kelleher, they have gained personal success through the counter-intuitive principle of putting others first.

- “Focus your training on leadership and customer service.”
- “Burn the customer service manuals. Instead, empower customer service people to make decisions.”
- “Recognize every event in the lives of employees.”
- “Get big by thinking and acting small.”
- “Executives are the supply corps for the warriors.” (My favorite!)

Mr. Kelleher has built an airline through a simple concept: Take care of your people; they will take care of the customer; happy customers will return value to the shareholders. It is no different in the military. When we take care of the troops, they accomplish the mission. Leaders succeed when those they lead are successful. That is servant leadership. And servant leadership…is Leader Business.