Posted on Jul 31, 2016
How important is it for a leader to be a forward thinker, to anticipate change, and to execute when the time is right?
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RP Members your feedback, comments, and insight are welcome!
Change in today’s business environment as well as the environment that we serve in as part of the military (wartime or peacetime) ever constantly changing. Nothing will remain the same over time. Change is constant! As a Leader are you thinking forward to undertake projects or initiatives to improve performance, seize opportunities or address key issues, that often require changes; changes to processes, job roles, organizational structures and types and uses of technology?
It is actually the employees or service members within in your organization who have to ultimately change how they do their jobs and how they think. If these individuals are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail. If individuals embrace and adopt changes required by the initiative, it will deliver the expected results.
Leaders understand that the only constant in today's environment is...change! Leaders do not have the luxury of sitting back and waiting for change to wreak havoc on their organizations - a leader has to lead change.
Change in today’s business environment as well as the environment that we serve in as part of the military (wartime or peacetime) ever constantly changing. Nothing will remain the same over time. Change is constant! As a Leader are you thinking forward to undertake projects or initiatives to improve performance, seize opportunities or address key issues, that often require changes; changes to processes, job roles, organizational structures and types and uses of technology?
It is actually the employees or service members within in your organization who have to ultimately change how they do their jobs and how they think. If these individuals are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail. If individuals embrace and adopt changes required by the initiative, it will deliver the expected results.
Leaders understand that the only constant in today's environment is...change! Leaders do not have the luxury of sitting back and waiting for change to wreak havoc on their organizations - a leader has to lead change.
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Edited 9 y ago
Posted 9 y ago
Responses: 24
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Imperative.
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COL Mikel J. Burroughs - Actually I was on my phone and just don't like typing with my finger...
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COL Mikel J. Burroughs - What I wanted to elaborate with is that the Army Medical Dept just expanded it's "executive leadership" positions at every Medical Treatment Facility and every supervising region above them (Major Subordinate Commands if you like doctrinal language). There are many reasons, but most importantly: this change allows/mandates for leaders on the top to look "up and out" across the instillation, region or DA and creates enough deputy positions to focus "down and in" on making their sections the best they can be. For this to work at it's full potential I think you have to anticipate the need for change, ID what needs to change and have the luck/skill to do it at the just right time. That's a tough order and one that the Surgeon General will be judged on as her legacy. Go big or go home.
COL Mikel J. Burroughs
MAJ Charles Blake Sounds like a huge initiative and one worth being in charge for - I wish here the very best in this endeavor. If she has Commanders below her that have the "right stuff" when it comes to "Change Management" then she and the entire Medical Command will be successful!
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COL Mikel J. Burroughs - you know, some people just don't like change - even in the military!
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COL Mikel J. Burroughs ,
The exquisite ability to adapt and be flexible to change is a must in many modern industries. Primary reason being is because most are moving at a pace similar to a fast moving train, in which members of the organization must stay abreast of changes with regards to policy, vision, operational employment, and mission objectives. One great attribute that military members adopt, although not by choice is the ability to be successful on the fly with little time for adjustment. The civilian sector moves in this same manner, however the military skill set warrants a greater support for circumstances as such that serves as a key advantageous attribute for both sectors. Thanks for the share.
The exquisite ability to adapt and be flexible to change is a must in many modern industries. Primary reason being is because most are moving at a pace similar to a fast moving train, in which members of the organization must stay abreast of changes with regards to policy, vision, operational employment, and mission objectives. One great attribute that military members adopt, although not by choice is the ability to be successful on the fly with little time for adjustment. The civilian sector moves in this same manner, however the military skill set warrants a greater support for circumstances as such that serves as a key advantageous attribute for both sectors. Thanks for the share.
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COL Mikel J. Burroughs
SSG Derrick L. Lewis MBA, C-HRM Well stated! Thanks for your response, contribution, and insight!
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It is incredibly important for a leader to execute when the time is right using as much information that is available at that point in time COL Mikel J. Burroughs.
Planning is very useful. Good leaders follow to 1/3 to 2/3 rule in planning. Allow yourself and your primary staff 1/3 of the planning time and give the other 2/3's of the time to subordinate units or elements.
LTC Stephen C. Capt Seid Waddell CW5 Charlie Poulton CW5 (Join to see) SGM David W. Carr LOM, DMSM MP SGT SFC William Farrell SFC Joe S. Davis Jr., MSM, DSL SSG James J. Palmer IV aka "JP4" SSgt (Join to see) SSgt Robert Marx TSgt Joe C. SGT (Join to see) SGT Robert Hawks SGT Robert George SGT John " Mac " McConnell SGT Forrest Stewart SP5 Mark Kuzinski SrA Christopher Wright SPC (Join to see)
Planning is very useful. Good leaders follow to 1/3 to 2/3 rule in planning. Allow yourself and your primary staff 1/3 of the planning time and give the other 2/3's of the time to subordinate units or elements.
LTC Stephen C. Capt Seid Waddell CW5 Charlie Poulton CW5 (Join to see) SGM David W. Carr LOM, DMSM MP SGT SFC William Farrell SFC Joe S. Davis Jr., MSM, DSL SSG James J. Palmer IV aka "JP4" SSgt (Join to see) SSgt Robert Marx TSgt Joe C. SGT (Join to see) SGT Robert Hawks SGT Robert George SGT John " Mac " McConnell SGT Forrest Stewart SP5 Mark Kuzinski SrA Christopher Wright SPC (Join to see)
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COL Mikel J. Burroughs
LTC Stephen F. Excellent advice Stephen! Used that philosophy often in my Commands!
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That is the purpose of a leader. Without the ability to anticipate change or react to change business would be chaotic and nonproductive.
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I think it is imperative! Forward thinking is the key to overcome whatever task is at hand. You don't deploy to a combat zone without knowing who your enemy is or where you are going. You sure don't go without ammunition! If you try to think and plan a step or two ahead you are more likely to accomplish your mission. But, you can learn so much from the past too! :)
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Extremely. While some things from the past are still relative to today, we live in 2016 not in the 1940s or 60s.
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I'd say it's paramount and extremely important for leaders to be forward thinking and be ready to execute the mission in a blink of an eye COL Mikel J. Burroughs
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COL Mikel J. Burroughs
TSgt Joe C. Roger that! It's a requirement for the successful leader in the military and in the private sector!
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This is really only as important as the command/business culture makes it. Without the proper support, a leader's attempt to be adaptive, efficient and anticipative of command needs are not going to be successful. What's worse, if you are these things by nature, being in a non-supportive culture could have long term effects that you carry to your next assignment.
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COL Mikel J. Burroughs
CW2 (Join to see) You bring up super point and another great question - thanks
https://www.rallypoint.com/answers/how-do-you-make-change-when-you-are-lacking-the-necessary-support-as-a-leader
https://www.rallypoint.com/answers/how-do-you-make-change-when-you-are-lacking-the-necessary-support-as-a-leader
How do you make change when you are lacking the necessary support as a leader? | RallyPoint
RP Members and Connections one of the RP Members brought up a good point. What happens if you don't have the support needed to affect change? Once you have considered the change objectives and scope, you'll also need to consider the specific tasks. Again, the range of possible activities is broad. How do you gain support for your change initiatives? What are some the activities you need to make happen? Here are a couple of examples: 1....
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In the terms of the military and our current threat climate, I would say absolutely essential. I do not think it is much different within business either since global markets are constantly shifting and leaders must remain innovative and adaptive in order to complete.
COL Mikel J. Burroughs
2LT Michael Brodka You are spot on - complacency can be a killer in both environments!
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I believe it is absolutely essential to be effective in any kind of leadership position. I try to always incorporate the 14 leadership traits (J.J.D.I.D.T.I.E.B.U.C.K.L.E.) into any type of business project. Any organization MUST be innovated to succeed in today's very quickly evolving market!
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I think it is more of a leader who knows when it is the right time to change, because I've found myself (Constantly in say Rainbow Six Siege) leading a team where I accidentally change my squads positioning at the wrong time.
Though it does take a leader who knows when and what to change to make good change.
Though it does take a leader who knows when and what to change to make good change.
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I'm afraid I am too disconnected to either world to have any valuable input
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Couldn't have been said better!! Extremely important that leaders are open minded, proactive, and most importantly willing to accept and embrace "Change". We're in changing times and exceptional leaders adapt at all cost. Thinking forward is the only way to continue working toward being an elite and resilient force. =)
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Being a change agent is important in leading the organization forward in a positive and innovative way. Coupled with this is the ability to be a visionary, seeing the what the future could be and then articulating how one or the organization might get there. I agree with Mike Burroughs change is inevitable, the questions is are you going to be proactive inducing the change or are you going to wait and react to the change that takes place whether you want it or not. I'd rather be the one induing change so we can shape it to fit our needs that is in alignment with our mission and guiding principles.
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The importance is substantial. Being a leader means always thinking of the next, or another option.....therefore the thinking ahead, as well. When the time is right should come near second nature with a properly trained leader.
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COL Mikel J. Burroughs Waiting for the next EXORD or Policy change is to only set yourself up for failure. Looking forward and see how the industry or military for that matter is leaning forward is always something a leader should be doing. I have always given the advise, as the old saying goes "One Down and Two Up," forget the one down and look at the two up. I tell Soldiers all the time, you want that position two up from yours, and if that is Squad Leader, PSG, 1SG or Division Chief, MPD Chief, DHR, then that is where you need to concentrate. Know there jobs and strive to get to get there. That is true in any profession, whether or not in civilian or military.
Don't wait for the change, affect the change.
Don't wait for the change, affect the change.
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COL Mikel J. Burroughs
SSG Keith Cashion Great commentary! Thanks for sharing your insight and knowledge!
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