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Leadership is hard

I learned that leadership is hard.  Leadership sounds easy in the books, but it is quite difficult in real life.  I learned that leadership is difficult because it is a human interaction and nothing, nothing is more daunting, more frustrating more complex than trying to lead men and women in tough times.

I learned that you won’t get a lot of thanks in return.  I learned that you shouldn’t expect it.

I learned that the great leaders know how to fail.  If you can’t stomach failure, then you will never be a great leader.

Admiral William Harry McRaven, US Special Operations Command, in a speech at the United States Military Academy, January 18, 2014

 

The Army Leader is a Teaching Leader

Over a decade of war has changed the fabric of the U.S. armed forces.  Short mobilization cycles and changing theater tactics necessitated the development of a learning culture within the organizations.  This learning culture, however, is fundamentally NOT the culture that has sustained our premier forces throughout our history.  As the armed forces move into a garrison environment and resources diminish, it is time for the culture to shift back to what we fundamentally are…a teaching culture.

General Colin Powell, in his autobiography It Worked for Me: In Life and Leadership, explains that he has been a professional speaker, trainer, and teacher his entire adult career.  He explains

From my first day in my unit as an Army officer, I had to speak to and teach troops.

General Powell built his success on the enduring Army culture where leaders teach troops and other leaders.  They not only learn they pass knowledge on.  Instilling the desire to improve and learn is the important part of any the learning culture; A teaching organization further infuses learning with the culture of passing it on to others.  Noel Tichy, author of the Leadership Engine puts it this way:

(Organizations) that consistently outperform competitors (have) moved beyond being learning organizations to become teaching organizations‚Ķ.That‚Äôs because teaching organizations are more agile, come up with better strategies, and are able to implement them more effectively‚Ķ. Teaching organizations do share with learning organizations the goal that everyone continually acquire new knowledge and skills. But to do that, they add the more critical goal that everyone pass their learning on to others‚Ķ. In a teaching organization, leaders benefit just by preparing to teach others. Because the teachers are people with hands-on experience within the organization‚ÄĒrather than outside consultants‚ÄĒthe people being taught learn relevant, immediately useful concepts and skills. Teaching organizations are better able to achieve success and maintain it because their constant focus is on developing people to become leaders.

In short, leaders train leaders. Continue reading

Guard against the lack of vision

Thomas_J_Watson_Sr“You must guard constantly against those who lack vision.¬† You must guard against the reactionary mind.¬† Always cultivate and associate with persons of vision and with persons who believe that things are going to be better.¬† When you do this, you take on the kind of vision, backed by the right kind of inspiration that you need if you are going to grow . . . .” Thomas Watson, Sr., 1874-1956, chairman and CEO of International Business Machines (IBM)

Army Leadership Definition

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking and shape decisions for the greater good of the organization.

As defined in Army Doctrine Publication (ADP) 6-22, Army Leadership August 2012

Rules of Influence

  1. Live a life of undivided integrity
  2. Always demonstrate a positive attitude
  3. Consider other people’s interest as more important that your own
  4. Don’t settle for anything less than excellence

from Chris Widner: The Art of Influence: Persuading Others Begins With You

The Lost Art of Backward Planning


Jesus had a plan…and he executed it right on time.

As the time approached for him to be taken up to heaven, Jesus resolutely set out for Jerusalem. Luke 9:51 (NIV)

Short of the¬†divine¬†knowledge Jesus possessed, few of us would be able to deliver exactly on time with as far to travel and as many things to do. ¬†Along the way he taught ¬†parables, eased Martha to the better choice, confronted demons, expressed woes to the pharisees, healed people, dined with his disciples, and prayed all night before being arrested…right on time.

Granted, the things we do day-to-day don’t have¬†eternal¬†consequences for all of humanity, but why do we seem to always miss deadlines, cram all night to study or finish a project, or flat out miss deadlines? ¬†We’ve lost the art of backward planning.

Backward planning is the process of determining the right time to start something by subtracting from the finish point the time required to complete it .

Here’s a simple example: ¬†It takes 2 hours to drive to your mothers and you need to be there by 7:00pm. ¬†Subtract 2 hours from 7pm and you need to leave at five. ¬†WAIT, WAIT…don’t stop reading, it gets better.

What we fail to do is apply this simple concept to more complex projects like the yearly report, your ¬†masters degree thesis, or even family panning. ¬† Here’s some simple steps to backward plan your next project.

  1. Determine the finish point
  2. List all tasks that must be done in order
  3. Estimate the length of each task
  4. Subtract each length from the finish point

Continue reading

Outside the Walls of the Church Building

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.  Peter Drucker

Making a Change at Church: Eight (not so) Simple Steps

In a previous post I quoted John Maxell who observed that ¬†older and “insecure leaders view change as a threat rather than an opportunity. ” ¬†But what if you have to change.

Many small churches are facing declining membership because their traditions have not changed in decades.  The prevailing belief is worship traditions are Biblical and any deviation must certainly be a sin.  Even though largely attracted to the spiritual (review the popular movies today) , younger generations are increasingly turned off by  what they see as rigid and irrelevant. Continue reading

Change: Threat or Opportunity?

Nobel Prize-winning author John Steinbeck asserted, ‚ÄėIt is the nature of man as he grows older to protect against change, particularly change for the better.‚Äô By its very nature, empowerment brings constant change in that it encourages people to grow and innovate. Change is the price of progress. Insecure leaders view change as a threat rather than an opportunity. – John Maxwell

Leading from the Outside

Unless you are prepared to see things differently and go against the current, you are unlikely to accomplish anything truly important. And to go against the current, you have to be something of an outsider, living on the edge, a member of a small but vibrant counterculture.  You must free yourself from habitual ways of looking at things, cultivate an independent and questioning perspective, and be ready to embrace alternative and counterintuitive points of view.

Dove Frohman in¬†Leadership the Hard Way: Why Leadership Can’t Be Taught – And How You Can Learn It Anyway (J-B Warren Bennis Series)