Let’s face it, even the most humble and open-minded person hates to be wrong or seem ignorant in public. While it will always be fun for leaders to scream “SIGO!” when anything with electrons running through it fails, a deeper understanding of the S6 shop’s capabilities will improve decision-making and calm tempers. Below are five tips to help frame an improved perspective of the S6 shop.
I’ve got an exciting announcement… The Military Leader is partnering with The Field Grade Leader!
You may have seen The Field Grade Leader on Facebook and Twitter. If so, you already know that Josh Powers has fantastic advice for making the transition from individual to organizational leadership. He and I have teamed up to create The Field Grade Leader blog as part of The Military Leader.
I’m excited because this move adds a niche voice to The Military Leader and provides fresh perspectives for leaders looking to grow as organizational influencers. Junior officers preparing for the field grade years?…it’s for you. Civilian managers increasing their responsibility?…it’s for you. New leaders with hopes of making more impact?…it’s for you.
Josh will host video discussions with experienced leaders, post valuable tools and templates, and offer his own thoughts stemming from his successful Army experiences. I know you’ll really benefit from what The Field Grade Leader has to offer.
If you like what Josh is doing there, be sure to subscribe by email and share it with your friends, peers, and social media network. We want The Field Grade Leader to be an immensely valuable resource for you and we’d appreciate spreading the word.
Now go check out the site at www.fieldgradeleader.themilitaryleader.com, or just click this big red button:
Thanks for taking a moment and I hope you enjoy the site!
I’ve had a lot of conversations lately about organizational culture and vision. [To me, vision is where the team is going and culture is the behavior, beliefs, and norms that get it there.] One point of dispute deals with when the new leader of an organization (say, an incoming commander) should begin shaping the culture and setting the vision.
Some feel that culture-setting is a ‘Day 1 activity’ that centers on the leader’s influence…“I’m the new leader and here’s how I want things to run.” Others feel it is haphazard and potentially disastrous to join a team and immediately set it off on a new course…“I need to understand the culture before I know what to change.”
Regardless of your personal preference, it’s tough to argue that leaders should ignore culture and vision. Even a leader who immediately drives vision and culture will have to assess whether or not the team is meeting the intent. Identifying and understanding culture, for all leaders, is a critical task.
As the saying goes, when everything is a priority, nothing is. In a system that heaps requirements and tasks on subordinate units, leaders routinely struggle to reach 100% compliance. Though some try, leaders cannot do it all themselves. They must prioritize tasks and delegate work to subordinates. But what tasks are appropriate to delegate? Which ball drops when there are conflicting priorities? It would be helpful to have a framework to sort it all out.
Congratulations on being selected as an aide-de-camp. This assignment is like no other assignment you have had. You were selected because of the successful career you’ve had thus far, but also for your potential to continue service for years to come. Being an aide is an amazing broadening assignment where you will get a glimpse into senior level military leadership. But it’s also difficult to prepare for.
Before you do anything else, read the Army’s guidance on serving as aide-de-camp: Officer/Enlisted Aide Handbook. Next, I encourage you to consider the following advice.
When I was in high school and the service academy, I did what many aspiring military leaders do. I studied famous generals from history and extracted the lessons that I wanted to live and lead by. I compiled quotes from Sun Tzu, Clausewitz, Napoleon…Washington, Marshall, and Powell.
And of course, Patton. I had pages of Patton quotes. There was the “pint of sweat and gallon of blood” quote, the “good plan executed now” dictum, and “L’audace, l’audace, toujours l’audace!” But here’s the quote that stuck with me the most:
“You are always on parade.”
I referenced it almost daily as a clear reminder that example is everything in leadership. [I even wrote about it in You Are Being Watched.] But now, 20 years later, I think Patton’s analogy has a serious flaw.
One fact has remained consistent during my three decades in the military – I am not a mind reader, nor are those who worked with me. Therefore, prior to assuming battalion command, I decided to write an evaluations philosophy. The purpose was three-fold: to reinforce my command philosophy and the performance principles I considered important; to publish how I intended to grade subordinate performance; and to offer my methodology and logic for assigning evaluation block ratings.
Over the years, I have found that such a philosophy is useful for both the senior leader and, more importantly, for the ratee. In this post, I will explain the details of the evaluations philosophy and offer two examples from previous units.
Leadership and love go hand in hand. Just as leadership has both direct and indirect influence over others, love behaves the same way. How you express this love is unique to how you interpret the relationship. The stern drill sergeant provides “tough love” to young recruits to turn them into Soldiers. The chaplain will provide words of encouragement to reveal a different perspective. We often see them on opposite ends of the leadership spectrum, but the drill sergeant and the chaplain share one key understanding. They both understand how to employ the five love languages based on their situation.