You know those few candid moments at the office when your internal dialogue can’t help but reiterate the thought, “my boss is a complete moron” and that you could do their job far better? If your answer is yes, then why aren’t you leading? What is leadership? How do you define a leader? What if any is the process to become a leader? Is it an innate quality? The epitome of a leader is redoubtably someone who via intrusive introspection and revision, displays an external ability to lead others and themselves though the uncertainty of loss, interregnum and utter chaos calmly. The fundamental attributes of leadership hardest to master however most critical are the meanings of sacrifice, resilience, communication and compassion. All four of these items are essential for team cohesion and are reciprocated in their productivity.
More than embodying the cliche terms we’ve all heard before today’s leader now contends with attacks on freedom of speech being indistinguishable from political correctness i.e., censorship of opposing intelligent views and social media’s ability to disseminate factious rumors that could destroy a company’s image... how can anyone lead confidently? The Marines have a say, “leaders eat last” i.e., the most junior ranking Marine gets food in a chow line first followed by the most senior in order of succession. This is for a few reasons, chief among them to remind the each leader in the chain from bottom to top the sacrifice necessary to maintain the pace and health of their team in war as well as, keep them ever mindful of resources. Sacrifice is one word you will be intimately familiar with as a leader. Sentry duty is a job that every Marine will do some point and posted nearly everywhere is, “Marine on duty has no friends;” because the billet of duty officer no matter the rank of the Marine on post, while on post reflects the rank and authority of the commanding officer. Executive responsibility is impressed upon lower ranks in addition to the duty officer having temporary however significant authority over one’s peers on the wrong side of military rule in lieu of the commander’s presence. Often forming cliques, tribes or crews or what have you extending back to grade school, turn colleagues we tend to not want to make the hard decisions that impact the lives of our friends. Confrontation is an unbridled sacrifice that is seldom faced head on however is necessary to do in order to fully understand each facet of the issues at hand. Knowing yourself, what style of leadership you imbue and having the confidence to speak up for yourself and I’m others establishes an azimuth to keep you on your true north.
To be honest, I don’t think there is any word I loathe and simultaneously adore more than resilience. Being in a combat area is often referred to as, “being in the suck,”(because there is no part of it that doesn’t suck) but I won’t lie to you, being resilient sucks too. After nearly every failure I have sustained in the boardroom, in personal endeavors and with every impossible decision made I would hear that word. There is no weapon more deadly or reassuring than knowing you can recover and thrive from experiences that would kill others. For example, I grew up in Flint, Michigan and before I was a freshman in high school I had been shot at, had a pistol to my head and engaged in a nearly fatal bout hand to hand combat. On my 21st birthday I was deployed to Al Anbar Province, Iraq where daily was either shot at, sat atop of bombs or handling some of the most dangerous terrorist on the planet. Had it not been for those traumatic experiences to draw upon I may never have discovered the resolve needed to lead Marines calmly in similar conditions at war. We have all been through tough times and learned valuable lessons from them, what is needed are new constructs for which to apply those lessons in daily life. In the military we call this an after action report (what happened, what did you see, what did we learn about the opposition, how do we prevent and/or improve), with the sole purpose being to intrusively explore every aspect of actions taken in the execution of the mission. Knowing why you failed and exactly how by ruthless personal inventory provides you with a road map on how to fight to win. Resilience produces flux, flux breeds change, change prevents complacency and everyone who has ever deployed in a combat zone will tell you complacency kills! Being in the suck requires you to either sink to the lowest level of your training or succumb to the formidable pressure around you.
When the pressures on priority misalignments happen when communication is conflated by titles and overly centralized company hierarchies. Team adversity in concert with communication failure brings out the absolute best and subsequently the absolute worse in people. A common leadership issue is that new and old leader lead via micro management which suffocate the creative process and any individual sense of personal accountability. When personal accountability is stripped from the teammate they don’t feel like they are part of building something bigger than themselves. Recently I worked for a major telecommunications company who could neither explain their high turnover ratio, why their sales margins were eroding nor why they were hemorrhaging money out of their annual budget. It came down to poor management with little to no end user engagement. Senior managers were known to junior employees primarily by their titles which made them less approachable and more intimidating, they even frequent fired key talent to cut costs with little to no communication. Having had little to no rapport with the lower level employees engaged the consumer daily the eventual consumer disconnect was inevitable. Relying on the product to do the job for you assuming it’s a good product is only half the battle. This is where attention to detail in the handcraft at a company’s genesis via the company’s internal and external culture being congruent pays dividends. In the military this type of, “piss poor management,” of personnel is unacceptable by everyone’s standards. A boots on the ground leader will unequivocally know more than a behind the desk quarterback. Consider the fact your average troop tells their immediate commanders the following: this was the problem, this is what we did to fix the problem and here are the results of current working solutions. Now, consider how long it takes for any given actionable item to turn into a policy proposal, that proposal to be voted for and passed, then that policy implemented force wide. The conditions and subsequent strategies of war have now all changed on the ground before you ever see the change at the desk. Though bureaucratic checks and balance are necessary, the worse “leaders” during pivotal shifts are the ones who make blind policies about a segment in the company that they have not done recently and/or at least understand at a user level. To be a leader of the people you must know the people.
One of the philosophies I subscribed to is from, “The Art of War” by Sun Tzu, “Regard your soldiers as your children, and they will follow you into the deepest valleys; look on them as your own beloved sons, and they will stand by you even unto death.” It’s very likely you would not tell you child bad advice or to engage in something that you yourself would not do right? Well same goes for your staff. Companies are built and maintained on relationships much like the unconditional love and fidelity a child has for their parent so too must this be felt in some regard toward anyone in a position of leadership. Admiration is a powerful motivator and if you don’t believe me just reflect on a time when your parent or grandparents said, “I’m not mad, I’m disappointed.” This is the reason nearly every Marine ever under my charge is still a friend or calls me for life advice post service and it is my proudest accomplishment as a leader. The hallmark of great company is hard rooted in how well the leader knows, values and treats the people on their team. Compassion is essential for one reason, it makes the people feel included. When people want to work with you vice having to work with you, positive innovations tend to automatically populate.
Being a leader neither grants you the ability to scry victories the reflective window of your corner office nor afford you nepenthe in moments of defeat, that this is your sacrifice as a leader. Build resilience by dissecting your victories and defeat then constructing methodologies to mentor, rouse and guide all others around in the art of perseverance. Draw from what you know without being afraid to change along the way. Realize that individual faults will exist however understand the team’s loss is yours and the victories belong to the team members and individuals who contributed beyond measure. Praise in public, reprimand in private, this is how you communicate leadership through action. Finally, know that compassion is a strength of employed properly and if you lead with purpose. Creating a interactive community will not only teach you something new it should humble no matter the decision. If you keep in mind that lead through fairness, firmness, dignity and compassion nothing is unattainable; the burden of leadership will seem a little less daunting. I will leave you with this, here are a 5 rules I’ve followed from other leaders that have served me well:
Don’t react, do respond
Keep it simple stupid (KISS)
Be the last to speak and the first to listen.
Never pass up the opportunity to shut up
Never take on more than three task at a time.