– What are your first steps toward leader-leader?

The author said it best, “each organization is different and unique. The people making up the organization have different backgrounds and a different level of tolerance for empowerment.” Given that view, leader-leader model starts with assessing yourself, how you (as a leader) fit in your…[Read more]

‘What ‘ripples’ would tell you if you’ve been successful?’

I think this is one of the places where the Army culture and mission command framework has a much healthier vocabulary and common criteria than the CAPT dealt with in the submarine community.

-routine things happen routinely

-organizations operate off intent

-spot inspections yield…[Read more]

‘Will your people follow an order that is lawful, ethical, and incorrect?’

Yes, definitely.  In fact, I think it’s a conundrum you run into in a professional force that’s poorly run.  The Army delivers disciplined forces for the most part but, when they’re led poorly that discipline works against us.

I work in the Pentagon.  There are untold nu…[Read more]

What aspects of your organization’s legacy/history can you incorporate in your work?

I’d like to see us highlight and delve into agents of change and supporting players.  I think the Army does an admirable job of highlighting heroism and figures of renown – MoH winners, senior leaders, etc. – but we don’t do as good of a job bringing to the…[Read more]

‘What message do you need to keep repeating in your organization?’

The best example I’ve seen of this was MG Townsend when he commanded the 10th MTN DIV (LI).  He would repeat at every major event – especially training briefings – that a leader could have around five major priorities and the leader must repeat his message on those priorities…[Read more]

‘What is one part of your organization where you can implement “deliberate action”?’

I think this is one that has to start with example – so I’d say it starts with me.  I’m an XO on the Army staff and the largest percentage of what I do – as is the case for many staff officers – is in the category of ‘get it done myself.’  The fastest and most c…[Read more]

Where can you personally learn in your organization right now?

My “organization” looks a bit different right now since I am in graduate studies. What’s been a great learning experience for me has been encountering many of my peers who are on the LGBTQIA+ spectrum.  I had not encountered many diverse gender identities or sexual expressions in…[Read more]

‘Where can you set the example of thinking out loud?’

Hopefully as you execute the tenets of mission command you’re communicating intent clearly.  I heard GEN Milley talk once about how he forms intent – utilizing endstate, space, time, and terrain.  I think it gets to a lot of the art of mission command – communicating not only your spoken i…[Read more]

Thanks for contributing!

How do you recognize situations where you need to resist the urge to provide solutions?

I think this gets to the teach, coach, mentor spectrum in the Army.  Coaching is the most effective way to ensure someone learns, improves, and takes ownership of a task.  However, it’s the most time-consuming for all parties and incurs the most risk in the s…[Read more]

“What procedure or process could you change with one word that will give your junior officers/NCOs more decision-making authority?”

I think in the Army this is slightly tougher than what is described on the ship with the ‘one-word’ stipulation.  The submarine in the book is governed by a set of fairly strict regulations and norms – so slight…[Read more]

My first platoon had elements of the “just do” attitude.  My first command was rife with it.

Approaching the end of my first year as a PL and the end of our deployment to Iraq, I was doing the left seat right seat with my replacement.  I was proud of the work we had done and the changes we had made and then I heard it from one of my lower p…[Read more]

@fightingengineer I agree completely.  I think the author is talking about encouraging initiative, esprit, and empowered leaders – all excellent goals.  But I think he’s skipping over the fact you first have to have compliance, discipline, and competence to move to those higher stages on the ‘hierarchy of needs’ when it comes to organizational a…[Read more]

I know in the book the author takes a very negative view of the ‘whatever they tell me to do’ and I think you rightly point out it can be a key indicator of poor morale and motivation.

Still, I wonder if there still isn’t some value in it at some level.  I mean, we want ‘disciplined initiative’ – not insubordination or going on your own…[Read more]

I was struck by the question “Are you asking questions to make sure you know or make sure they know? Why?”

My initial reaction was ‘both’ – I think both are things I would pursue.  However, I also wonder – in the frame of leadership – if my personal motivation matters as much as what I communicate to subordinates?

I mean, I may be asking about…[Read more]

I think this is exactly right – and the ‘right’ answer we look for from leaders in the Army.  However, when I reflect on it from my own experience I know I’ve failed many times at jobs I thought I was executing ‘successfully’ to really institute things that lived beyond my tenure.  I know that’s something I’ve seen repeatedly in units I’ve s…[Read more]