Posted on May 11, 2020
Do you surround yourself with people who challenge you?
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This is a big question, with a narrowed context - I have reached chapter 5 of "Dereliction of Duty", a great piece of literature on the events leading up to the Vietnam War. I had some thoughts today about where I am at in the narrative, specifically regarding the disjointed efforts of the White House staff in '63-'64:
In leadership, counsel ought not come from people who only appeal to your desires and opinions. Graciously welcome opposing views and you need not fear the adversity it creates. This sacrifices expediency, but bolsters quality of action. Consider that restrictions on free speech inhibit leadership as everyone involved will lack accurate information and perspective; efforts will be weakened because they are isolated. Resting a decision on your capabilities alone can violate the expectations of many who work for you. Leadership should be situationally aware - communication begets teamwork begets effectiveness.
I chose my words carefully and packed a lot of thought into a few sentences, hope my ideas come across well. What are your thoughts on this?
In leadership, counsel ought not come from people who only appeal to your desires and opinions. Graciously welcome opposing views and you need not fear the adversity it creates. This sacrifices expediency, but bolsters quality of action. Consider that restrictions on free speech inhibit leadership as everyone involved will lack accurate information and perspective; efforts will be weakened because they are isolated. Resting a decision on your capabilities alone can violate the expectations of many who work for you. Leadership should be situationally aware - communication begets teamwork begets effectiveness.
I chose my words carefully and packed a lot of thought into a few sentences, hope my ideas come across well. What are your thoughts on this?
Vietnam War
Leadership
Advice
Effectiveness
Teamwork
Posted >1 y ago
Responses: 17
I've had people challenge me from pretty much all avenues....from my drive to my patience.
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MSG (Join to see)
1LT (Join to see) - Regrets? Sure. Who doesn't have regrets? But I can't say I would change anything because then I wouldn't be where I am today.
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Brad Powers
I recently got a new job and and really appreciate being thrown into a pool of sharks that are much better than me.
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Are you kidding. I am in charge of 50 employees. The saying that you spend 90% of your time with 10% of your people is true. If not for my time in the military I would not be able to manage as effectively as I do. Some people show up everyday on time work hard no problems, not the sharpest knife in the drawer, but the workforce takes plenty of these people. Then there is the other 10%. Like the guy that drives his forklift through the roll up door and causes $2,550 in damages, then 2 weeks later asks when he is getting his next raise.
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SGT Patrick Reno
1SG Walter Craig - Yes, if you can find people that want to work. I have had 5 open positions for the last month. We have worked full time through this whole shut down. We are currently work 45 hour weeks trying to keep up with orders. Don't know were these 40 million unemployed people are but there not up here in north Idaho. Right now I would settle for people that would just show up for work everyday.
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Sir, I was the rock thrown into still waters when it came to collaborative thinking. If something in my Squad or Platoon was off I would say it; oftentimes without tact or regard for feelings. Sometimes you have to say things like they are plainly. Other times a more delicate approach is necessary. I didn’t want to work with people that agreed all the time, but I didn’t want to work with people that were unreasonable and unable to come to a consensus for problem solving.
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1LT (Join to see)
I admire that.
So, how did this ideology play out for you, how did you balance out your flippancy? Who would you draw on for the same type of feedback?
So, how did this ideology play out for you, how did you balance out your flippancy? Who would you draw on for the same type of feedback?
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SFC James Cameron
1LT (Join to see) Sir, as I matured, I learned that time, place, and delivery were just as, if not more important than a difference in opinion. I had superiors that loved to hear a difference in opinion and those that would seethe at the thought.
The hardest lesson learned was embarrassing a new PL in front of his Platoon. Not only did I destroy his credibility with them but I made him an enemy unintentionally.
My greatest take away was learning to ask for input from peers or subordinates on a task before I gave my thoughts. I wanted to have the last piece of input as not to taint any difference in ideas.
The hardest lesson learned was embarrassing a new PL in front of his Platoon. Not only did I destroy his credibility with them but I made him an enemy unintentionally.
My greatest take away was learning to ask for input from peers or subordinates on a task before I gave my thoughts. I wanted to have the last piece of input as not to taint any difference in ideas.
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I would agree with you. Leadership should have those who challenge them, not in a confrontational way, but most certainly in a manner which encourages intelligent discourse. Building a cult of personality -- such as Gen. MacArthur did -- is detrimental to the organization and, subsequently, those who are tasked with carrying out the commands.
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SSG Samuel Kermon
Very good analogy. MacArthur was surrounded by those who were more interested in striking his ego, saving themselves of course, than in speaking the truth.
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I had the "privilege" of being on the staff of six different General Officers, five who I considered brilliant. The common denominator of those five were their insistence on honesty from the members of their staff and the desire that the staff have any proposal or plan reviewed by as many of their people as possible. The Generals usually spoke little at planning meetings except to challenge and demand explanations of details.
Of course there is the old legend of the General's Corporal who was tasked with reviewing all orders and plans with the explanation that if the Corporal couldn't understand the document it was not written well enough.
Of course there is the old legend of the General's Corporal who was tasked with reviewing all orders and plans with the explanation that if the Corporal couldn't understand the document it was not written well enough.
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Sun Tzu chose his staff from those with opposing viewpoints. I support this viewpoint. If everyone in your staff agrees with your ideas, you end up like Saddam Hussein. If they disagreed, they were chastised or worse. Eventually everyone agreed and said that their military is top notch and they have a weapon of mass destruction. You know how that played out.
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This whole thread has been very enlightening. I'm constantly searching for ideas on how to be a better leader at my job.
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A leader has a course of action in his mind but opens up to others for modifications without actually sharing his opinion. Diversity of opinion is important to developing an effective plan. A good leader listens quietly taking into account all things he had not considered and modifies his original plan based on pertinent input. There are times when feedback cannot be sought and a course of action is implemented. This occurs when the people who direct you give no time for such discussion and want something done immediately. At that point you utilize the most reliable, experienced individual you have to determine how it is to be done or if time is too constraining to do it
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1LT (Join to see)
Time is always relevant, indeed. That's a great point. I do favor a cautious pace, my experience has been that everyone is always rushing from one task to another because it just has to get done right now. I temper this attitude of urgency in my leadership style, but figure I still have much to learn in how immediate action and more drawn out planning is utilized by officers. I can only speculate.
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Stuck in the Middle with you - Stealers Wheel
Great song, strange video, but great song.
Great book/retrospective (and post). Path to War = an excellent video addendum to the H.R. McMaster text.
The folks that "I choose" to surround myself add value by pushing/challenging me and I do my best to return serve (i.e., win win). Will add some corporate-world flipside (sic) where one's *surrounding* and *challenging* cast of co-workers (not unlike the Army) is often pre-assigned/*chosen* for you. Stealer's Wheel provides a pretty accurate heads-up as to what to expect on the left and right. As for the rest of the surrounding perimeter that usually = the good, the bad and the ugly. The upside for me in all this was learning (in Spike-speak) that to do the right thing doesn't necessarily mean having to get along w/everyone but for sure being "situationally aware* (i.e., knowing who's on first). And if you communicate with/treat/respect the lowest paid hourly as well and the same as you do an Exec, the ROI = bank.
https://www.youtube.com/watch?v=OMAIsqvTh7g
The folks that "I choose" to surround myself add value by pushing/challenging me and I do my best to return serve (i.e., win win). Will add some corporate-world flipside (sic) where one's *surrounding* and *challenging* cast of co-workers (not unlike the Army) is often pre-assigned/*chosen* for you. Stealer's Wheel provides a pretty accurate heads-up as to what to expect on the left and right. As for the rest of the surrounding perimeter that usually = the good, the bad and the ugly. The upside for me in all this was learning (in Spike-speak) that to do the right thing doesn't necessarily mean having to get along w/everyone but for sure being "situationally aware* (i.e., knowing who's on first). And if you communicate with/treat/respect the lowest paid hourly as well and the same as you do an Exec, the ROI = bank.
https://www.youtube.com/watch?v=OMAIsqvTh7g
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