Think about the unit you’re in or the team you’re on. Do you have the freedom to contribute your own ideas? Does the boss ask for your input in solving problems or does he simply tell you what to do? It’s safe to say that you want the freedom to add value. You want to feel like your contribution actually matters. You want a hand in solving the problem, not just in executing a solution. Such environments encourage creative thought and ultimately lead to better performance.
Why, then, do leaders flip so quickly to “transmit guidance” mode when the team faces a problem? Why do leaders start issuing solutions instead of asking for them? Why do leaders see challenges as opportunities to showcase their own intellect instead of develop the intellect of those they lead?
U.S. Marine Cpls. Armondo Cortez, left, and Estevan D. Hernandeza discuss their plan for dismantling the command operation center during the retrograde of Patrol Base Boldak in Afghanistan’s Helmand Province, Aug. 15, 2014. Cortez, a data network specialist, and Hernandez, a telephone switchboard and personal computer intermediate repairer, are assigned to Charlie Company, 1st Battalion, 2nd Marine Regiment. Link
This Memorial Day, I was thinking about combat. Actually, I started thinking about how to train Soldiers to win in combat. But that naturally drove me to deconstruct the problem and ask, “What is the nature of the combat experience? How does it challenge the individual? What does it demand of everyone who engages in it?
I settled on three traits. These are not sufficient to win in combat, but they are necessary.
A U.S. Army paratrooper with the 82nd Airborne Division’s 1st Brigade Combat Team fires his M4 carbine at insurgents during a firefight June 30, 2012, Ghazni Province, Afghanistan. The vehicle he is using for cover is a Mine Resistant Ambush Protected vehicle. (U.S. Army photo
by Sgt. Michael J. MacLeod, Task Force 1-82 PAO)
This post is not just for cadets. Newly commissioned Infantry Second Lieutenant Dylan DiIulio presents a sizable list of tips on fieldcraft, teamwork, and leadership that apply to any training event. New Soldiers should read this. Sergeants taking over a fire team should read it. Hikers and backpackers can draw some insight from his advice. Take a look and share it widely, especially with those heading to Advanced Camp this summer.
A recent email from a reader asked simply if there is a Military Leader reading list. As a professional who credits books with providing a sizable portion of my development, I was embarrassed to respond in the negative. Though I often write about what I learn from books (here, here, and here), I have neglected to compile a list. This post is a partial remedy.
This is not a cursory list. These are the books that have shaped me and imprinted lessons that directly reflect in my daily leadership life. These are the books that I reference and quote from, and I think you might benefit from reading. Be sure to scroll down, there’s a bonus list at the end. Enjoy!
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.
George Patton, c. 1919.
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.
U.S. Army Maj. Gen. James C. Boozer, left, the deputy commanding general and chief of staff for U.S. Army Europe, discusses training plans with U.S. Army Lt. Col. Christopher Budihas, right, during Saber Junction 2012 on Joint Multinational Readiness Center in Hohenfels, Germany, Oct. 17, 2012. Link
to DoD photo.
Know this…the demands of being a leader put you on a path to break someone’s heart. Meetings and phone calls, requirements and taskings, emails and paperwork. They serve as culturally-legitimized distractions that can divert leaders from seeing and doing the right thing. And if you don’t sort through the sea of busywork to identify the glass balls, soldiers and families can get hurt. It took an ugly failure to teach me that lesson.
Tiffany Smiley holds her youngest son while watching her husband Capt. Scott M Smiley salute the colors during the U.S. Army Warrior Transition Unit at West Point change of command ceremony Feb 1. U.S. Army photo
by Tommy Gilligan.
The question shouldn’t have been a surprise. “So, you just came from command. What did you learn?” Here was my chance to impart all the wisdom I had accumulated over the previous 18 years, culminating in command of a Navy Super Hornet squadron. “So, what did you learn?…”, the inquisitor repeated. “Um…” I sputtered. I had no clue what to say.
A VFA-147 Argonaut jet in “Star Wars Canyon,” Panamint Valley, CA.