What do you think it takes to be an Innovative Leader while still in uniform?

CPT Private RallyPoint Member — Mon, 03 Nov 2014 18:10:15 -0500

Is it safe to "question everything", "take risks", and openly share ideas that may be counter to the prevailing wisdom/doctrine/SOP while still in uniform?

Here's my take: http://taskandpurpose.com/innovative-leadership-military-starts-leaning-forward/

Can you do these things and still be promoted? Can you be disruptive and achieve your goals?

Innovative Leadership In The Military Starts By Leaning Forward

Lean into a challenge, and learn forward.

Response by CW5 Private RallyPoint Member made Nov 3 at 2014 6:51 PM

CW5 Private RallyPoint Member — Mon, 03 Nov 2014 18:51:56 -0500

CPT Private RallyPoint Member, I read your article (blog?), and I think you can be an innovative leader - read various materials, question everything (but maybe not out loud, maybe to yourself ... think it over), develop a team of thinkers, etc. - and still succeed in the military.

My previous assignment in the Army G-3 was in a Division that was made up of people like this -- deep thinkers, planners, guys who had to have all the traits you describe -- but they colored inside the lines when it came to respect for seniors. I saw it work, and I think it can be done. Those guys - mostly Majors and Lieutenant Colonels, the odd Captain - were very successful, got promoted, got commands, and did a lot of what you describe, maybe not exactly as you describe it, but mostly so, remembering that they're in the Army and must follow certain rules.

Response by CDR Michael Goldschmidt made Jun 12 at 2015 1:05 PM

CDR Michael Goldschmidt — Fri, 12 Jun 2015 13:05:14 -0400

It depends a lot on your own boss, although you have more freedom if you are the reporting senior for your people. My experience is that leadership isn't really hard, and "innovative ideas", leadershipwise, are only innovative if your seniors don't practice good leadership. Examples include driving out fear, REFUSING to micromanage, encouraging innovation from the bottom up, trusting your Petty Officers and NCOs, empowering your people, seek out and eliminate BS, and being loyal down the chain of command, as well as up it. When you do these things, you can expect honest, yet respectful, feedback from your people, so, policy can change to further empower them.