Monthly Archives: April 2014

Leading a company the military way

patton on leadershipI was recently asked if a military model of leadership was adequate to run a company.  When I responded seeking the definition of military leadership, I understood why the question was being asked.

There is a misperception of what military leadership really is: marching and drills, marching and drills…This initial response is usually taken from a movie, or television show that focused on basic training (boot camp) where the very beginning of military leadership is formed. Even children’s stories are filled with these ideas: Colonel Hathi’s March (The Elephant Song) from The Jungle Book says it this way: “The aim of our patrol,  Is a question rather droll,  For to march and drill, Over field and hill,  Is a military goal!” 

But the military wouldn’t be successful if this was the full extent of its leadership. The military has eleven principles of leadership.  I have summarized them below with a reference to how each of these is viewed in non-military professions.  You will see from these principles that the answer that a military model of leadership is not just adequate to run a company it is essential.

ELEVEN PRINCIPLES OF MILITARY LEADERSHIP 

1. Know yourself and seek self-improvement – Learning is a lifelong task that you should continue no matter what you are doing. 

“Never become so much of an expert that you stop gaining expertise.  View life as a continuous learning experience.” – Denis Waitley

2. Be tactically and technically proficient – In whatever business or profession you are in, aim to be the best.

“I do the very best I know how, the very best I can, and I mean to keep on doing so until the end.” Abraham Lincoln

3. Know your soldiers and look out for their welfare – Take time to get to know them and look out for their health and well being. They will notice you genuinely care about them and probably perform better.

“People don’t care how much you know until they know how much you care.” – John Maxwell

4. Keep your soldiers informed – Tell those you follow you what your plans are, accept their insight and suggestions, make them a part of the planning.

“We must open the doors of opportunity.  But we must also equip our people to walk through those doors.” – Lyndon B. Johnson

5. Set the example – In everything you do you must do it well and set a good example.

“What you are speaks so loudly, I can’t hear what you are saying.” – Ralph Waldo Emerson

6. Ensure the task is understood, supervised and accomplished – Make sure you give clear instructions, ask for feedback on what your followers think you said.

“To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.” – Tony Robbins

7. Train your soldiers as a team – Create community and teamwork.

“Coming together is a beginning. Keeping together is progress. Working together is success.” – Henry Ford

8. Make sound and timely decisions – Look at the options and then make the best choice.

“If a decision-making process is flawed and dysfunctional, decisions will go awry.” – Carly Fiorina

9. Develop a sense of responsibility in your subordinates – Delegate certain jobs and tasks, training up new leaders.

“I am convinced that nothing we do is more important that hiring and developing people.  At the end of the day you bet on people, not on strategies.” – Larry Bossidy

10. Employ your unit in accordance with its capabilities – Align strengths with responsibilities.

“The key to any game is to use your strengths” – Paul Westphal

11. Seek responsibility and take responsibility for your actions –Taking responsibility for things is a key trait of a leader

“Success on any major scale require you to accept responsibility…In the final analysis, the one quality that all successful people have is the ability to take on responsibility.” – Michael Korda

Communicating expectations

communicate expectationsThere are four steps that successful leaders take in communicating expectations:

Write them out – Clearly define your expectations

Hand them out – Overtly explain your expectations

Point them out – Verbally reinforce your expectations

Live them out – Openly demonstrate your expectations

Imagine you start a new job.  You are anxious to hear communication from the top; what is the vision of company?  The head of your division steps up to the front of the room, clears his throat and says, “You are all doing a great job, keep it up.  If you need me I will be in my office.”

Do you have any idea what is expected of you?  What will you do first? How will you know if you are on the right track for success? Was there any communication at all?

Now imagine you are a rookie wide receiver on the 1980 San Francisco 49ers.  In walks Bill Walsh, the head coach, who hands you a playbook and the first twenty-five plays of the next game fully scripted.  He also hands out something called his “Standards of Performance” which lists requirements for your job such as: a commitment to learning and teaching, self-control under pressure, a positive attitude, and continuous improvement.

You read the playbook and your handouts overnight to prepare for your first day of practice.  Later in the week you are surprised when Bill Walsh himself runs over in the middle of a drill to correct your squad and the assistant coach.  He fully explains the route you were supposed to run and why it is important that it be carried out just as it was scripted. 

Now that was leadership communication.  You were given written communication that described exactly what was expected.  This was followed up by verbal communication to reinforce expectations.

Theodore Hesburgh said, “The very essence of leadership is that you have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.”

Leaders shouldn’t expect their teams to achieve unseen and unheard expectations.  

Now let’s examine the last step, the one where the best leaders spend most of their time – how to demonstrate your expectations. This one is a very quick discussion.

Leaders must realize that their team will do what the leader says until the leader doesn’t do what the leader says.

Ralph Waldo Emerson described the last step like this, “What you do speaks so loudly that I cannot hear what you say.”

Communicating as a leader

art of communicationDo you have to be good at communicating to be a successful leader? The simple answer is yes you do.  When asked about the importance of communication in leadership here is what a few past leaders had to say:

Gilbert Amelio, a pioneer in the U.S. technology industry and former President and CEO of National Semiconductor Corp. said, “Developing excellent communication skills is absolutely essential to effective leadership.”

Author and former presidential speech writer James Humes answered the question succinctly when he said, “The art of communication is the language of leadership.”

And Lee Iacocca, former Chrysler CEO said, “You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.”

So you are a leader or you want to be a leader someday but you have trouble communicating.  Can a person who has trouble communicating be a leader?  Again the simple answer is yes you can.

Listed below are the four areas that all great communicators focus on.  Learn them and you will be successfully communicating as a leader.

Communicating with a purpose. Can you summarize the purpose of your message in one sentence?  If you can’t, then your audience won’t understand the main point.  You have heard some speakers say, “If you only take away one thing this is it…”  Before you start any form of communication you have to know the purpose.  It’s like Stephen Covey said, “Start with the end in mind.”

The purpose of communication is always to elicit an emotional response meant to inspire action.

That action may be very short term, like getting a laugh or tugging at the heart.  The action could be longer term like embarking on the first step of a life changing journey.

Knowing the purpose of your communication is foundational if you want to communicate like a leader.

Communicating with a plan. Now that you clearly defined the purpose of your communication it’s time to plan how you will accomplish that purpose.

Here a few keys to include in your plan:

Be an expert in the facts before you share the facts. This is not a new concept.  First century Greek philosopher Epictetus said, “First learn the meaning of what you say, and then speak.“

Carefully select your words.  As Mark Twain said, “The difference between the right word and the almost right word is the difference between lightning and the lightning bug.”

Entertain, encourage, and end on time. Not only will the current audience appreciate you, they might also be a future audience.  The great British leader Benjamin Disraeli had advice for communicators: “Be amusing: never tell unkind stories; above all, never tell long ones.”

Communicating with practice.  Once you have your purpose and plan, it’s time to practice. The more you communicate the better you will get. According to master communicator Brian Tracy, “Communication is a skill like riding a bicycle or typing. If you’re willing to work at it, you can rapidly improve the quality of every part of your life”

Even after communicating as a leader myself for over twenty-five years, I never step in front of an audience without reviewing and practicing what I am going to communicate.

Communicating with passion Your communication is not complete unless the people who heard it feel enlightened, equipped, and energized to do something with your message right now. 

If you want your audience to have passion about your message then you need to have passion about your message first.  You may be an expert in the facts, but are you committed to the message.  Do you believe it? More importantly do you live it?

Jim Rohn said it like this, “Effective communication is 20% what you know and 80% how you feel about what you know.”

 

Should you be the boss or the leader?

boss adds to load leader lessens the loadYou’re in charge.  You are responsible for delivering the results.  Does it matter if you are called the Boss or the Leader? As long as your team performs and hits the bottom line should you be concerned with such trivial matters?

If you are new to this area of being in charge, you will quickly find that,

“How you achieve the results matters as much as if you achieve the results.”  – Denis G. McLaughlin

Read More…

The most powerful leader is one part of the team

orchestra conductor one part of the teamThe truly powerful leader understands that they are joining the individual strengths of a team into a common purpose.

The leader is the organizer, the arranger, the conductor. Like a world class symphony orchestra, it takes a group of individuals playing their part of the same song with their particular instrument to create beautiful music. The musicians have the violins, oboes, trumpets, and tympani – the conductor has the baton.

“The great leaders are like the best conductors – they reach beyond the notes to reach the magic in the players.” – Blaine Lee

 Leadership is achieving success through the actions of others. The truly powerful leaders set the stage so the strengths of the team can ring loud and clear.  The leader’s success is the success of each member of the team.

 “A man who wants to lead the orchestra must turn his back on the crowd.” – Max Lucado

 

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