Heather’s responses:

Engagement:
1. Think about your last OPORD. What systems of control do we
commonly use in mission planning? Is there a minimum needed to execute the mission?
I’d argue that the majority of paragraph 3 — Execution — is
mostly a control mechanism by dictating the “who”, “what”, and “when” for
nearly all tasks. For example, timelines keep tasks organized into blocks or
organize movement, and suspenses attempt to control when information is
collected. In larger OPORDs, you also see control in the form of “how” covered in Annexes like reporting formats (e.g. CCIR), operating constraints (e.g. MED ROE), and even processes (e.g. award submission). At a minimum, the mechanisms for control above should only be used if they are also a mechanism for efficiency or assist a commander’s ability to maximize combat power. The minimum then becomes the commander’s discretion based on the complexity/needs of the mission, ability of junior leaders, and his/her comfort level with ambiguity in the decision making process.
2. How do you know your team is engaged? What does an
engaged team look like to you?
I know I have an engaged team when things just happen. Team
members take initiative to complete both specified and implied tasks, and
proactively give updates to their immediate supervisor. Additionally, engaged teams think through the task at hand, are comfortable collectively solving problems, and, when asking for additional assistance, offer potential solutions. Lastly, I think engaged teams genuinely care for their members and take time to know each other outside the context of work. I think that level of camaraderie motivates members because they don’t want to disappoint the team or let someone down.

Failure:

1. We all fear failure. How does this fear paradoxically result in failure? How do we try to compensate for our fear?

Referencing Dr. Pauline Clance’s Imposter Cycle (1985), typically a fear of failure manifests in either over preparation for a task or procrastination. Over preparation can lead to muddled priorities, perfectionism, and impossible self-imposed deadlines; procrastination can lead to overlooking key elements. By over fixating on not failing, we overlook progressive success or seeing value in the failure itself.

2. Is failure a good or a bad thing? Can it be both? If, so how?

Failure can be both good and bad. Failure where lessons are learned quickly and corrected on the next iteration are key for growth. Failing fast is actually the key principle for Iterative Design concepts found in entrepreneurship, innovation, and process improvement. Failure without a lesson, or without a direction, is just failure. For example, if a startup quits after failing at its first hurdle, then that’s a bad form of failure. If a battle is lost and we don’t adjust our tactics to overcome the next, then the failure was a wasted opportunity.

Leader-Leader:

1. Medicine, by tradition, has a long history of utilizing the leader-follower model (i.e. following doctors orders). Is the leader-leader model appropriate in a medical company? Why or why not?

Leader-Leader absolutely has a place in a medical company. During a MASCAL event or any situation in which a provider isn’t present (or covering multiple patients at once), medics and non-medics alike need to step in and conduct life saving measures without being told. Even in routine tasks, like taking initiative to restock CL VIII at each trauma table or conducting yet another PMCS on your FLA, can mean life or death for a patient. Although providers have the highest level of expertise within the company, their ability to save lives is greatly effected by their access to the right tools and the right information. Everyone within the medical company enables that ultimate end.

2. To succeed in the leader-leader model the idea of intent and end-state become critical. What steps can we take to move from “tasks to subordinate units” to “end state” as the most important part of the OPORD?

First, having the right people in the room during training meetings will help facilitate end state as the most important aspect of the OPORD. Junior NCOs tagged as lead trainers can hear the commander’s intent first hand and can back brief the desired end state, leadership can ensure a mutual understanding of the task at hand. Secondly, leaders can put into place mechanisms — whether that’s processes, timelines, tools, or templates — that help facilitate task planning and execution. Once Soldiers understand the end state and are given the tools to succeed, leaders need to create accountability for task completion and recognize good work when its due.

Purpose of Action:

1. Google the phrase “tyranny of the now.” Like the author we are subject to numerous deadlines, regulations, and reports. Using ideas developed from the book, how can we break the “tyranny of the now” and get to what’s important?

In the book, Marquet encouraged his junior leaders to set both short and long term goals and then regularly conducted mentorship meetings to see what steps had been taken to achieve those goals. By setting goals and their priority, keeping them at the front of your mind, and being held accountable to them helps break our “tyranny of the now” tendencies. Also utilizing the mindset of pushing tasks to the lowest responsible levels encourages leaders to delegate more effectively by only taking on those tasks that are high priority, can only be done by themselves, and in line with their goals.

2. How does “tyranny of the now” drive us to make decisions? Are they good or bad decisions? Why?

The “tyranny of the now” drives us to make decisions that are often premature relying on information available to us at that moment, or take in too few counter opinions to better develop better courses of action. Sometimes decisions need to be made quickly, but there is typically more time we can dedicate to making a decision than the “tyranny of the now” mindset pulls us to believe. Decisions made in haste aren’t inherently good or bad, but may have unforeseen consequences — subject matter experts are left un-consulted, junior leaders move into a follower mindset, or new information presents a better course of action that saves time and resources. Sometimes recognizing when a decision must be made is the more difficult leadership skill.