Dynamic Dozen: People Need a Purpose, Not Just a Paycheck

Posted Posted in GeneralLeadership.com, Practical Leadership

S.L.A._Marshall“A man has integrity if his interest in the good of the service is at all times greater than his personal pride, and when he holds himself to the same line of duty when unobserved as he would follow if his superiors were present”
– General S.L.A. Marshall

It was very dark and cold on the flightline at Ahmed Al Jaber Air Base where teams of Airmen and a Kuwaiti contractor were working furiously in the desert night to repair a critical fuel line prior to the start of Operation Iraqi Freedom. The fuel line had been damaged in the 1991 war, and we were racing the calendar to get fuel to the airplanes who would launch the opening of the liberation of Iraq. No one knew the exact date we’d “go north,” but we all knew it was soon. Getting the air base ready for combat was our purpose.

As I made the rounds checking on my engineers and talking with the contractors, I made sure to thank them for the very important work they were doing. The Airmen were in cold and miserable conditions, but all of them were upbeat and positive. “Sir, we know this project is important and we’re proud to be here!” one of them said in the darkness. He knew what was coming and was excited because he was doing his mission. Our Kuwaiti site superintendent gave me the most moving response, however. When I shook his hand and thanked him for his work, in heavily accented English he said simply, “Sir, it is our duty.”

The Myth vs Reality of Military Leadership

Watch almost any military story told on film and you’ll eventually meet the “Colonel Jessup” character–you know, the guy who feels the insignia on his sleeve or collar entitles him to give orders that are followed without question. It’s a popular myth, but it is a myth. While there are certainly occasions for swift and decisive action, good leaders know people aren’t robots and need to know the “why,” especially if there’s danger involved. Further, and more to the point, when leaders give their people a purpose larger than themselves instead of just a paycheck, their relationship transcends the transactional and enters the realm of high performance.

We actually do an exceptional job in the military of giving people a higher purpose to attach to themselves and their work. It’s part of the military leadership model to ensure the team understands and to the maximum extent possible buys into the mission. In war, especially modern war, we expect even the most junior leaders to understand their commander’s purpose and even anticipate that commander’s decisions. The military orders process includes rehearsals and detailed explanations of the plan. We explain how individual tasks fit into the overall plan. Furthermore, military leaders know our work is dangerous and so spend a great deal of energy motivating their teams to understand the risks and why those risks might be necessary.

It’s the same in the day-to-day training environment. Leaders spend energy personally helping the entire team, from the newest “one-striper” the the seasoned veterans understand and appreciate their contribution to the overall mission. It’s common for people to be able to connect even the most mundane tasks to the mission of the larger unit–it’s often the unit motto. “We fuel the warfighter!”, “No comm, no bomb!”–you get the idea. Regardless of whether someone is carrying a rifle, flying a plane, cooking a meal, or repairing an air conditioner, he knows how his particular job contributes to the larger mission.

Private Sector Companies Get It Too

The most successful private sector companies are very good at giving their employees a purpose instead of just a paycheck. There are loads of great examples, but Recreational Equipment Inc (REI) and Space Exploration Technologies, Inc. (SpaceX) are among my favorite examples. REI sells outdoor apparel and equipment, and SpaceX is in the space launch business. Despite being in vastly different industries, they have many things in common. Both companies are innovators, with REI crushing their competitors with record sales and profits, and SpaceX setting a new standard for space launch. They also have something else in common: they are impressively successful at giving their team members as since of higher purpose–a mission. For REI, their mission is to get people outside to enjoy the great outdoors; SpaceX is going to Mars.

To these teams, their purpose is a greater motivation than the bottom line. To be sure, profit and loss statements are the lifeblood of any business—but the heart and soul of that business is the purpose. Leaders who can inspire by connecting individual effort to the overall mission of the organization are the ones who can get high performance from their teams. When that purpose itself is inspirational, so much the better. Case in point is the video below—SpaceX employees cheering the launch and landing of their Falcon 9 rocket like it was the Super Bowl. That sort of excitement doesn’t come from a good compensation package. It comes from visionary leadership energizing the team with the knowledge they’re part of something important. It’s no surprise then, that REI is in an elite category for outdoor equipment and SpaceX is about to launch the same rocket for the second time dramatically lowering the cost of space travel.

Inspire Them, Lead Them

Not everyone is going to Mars or helping people enjoy the great outdoors, but every business leader can help their teams understand their contribution to society and community. Retailers supply the needs and wants of the community, service industry businesses are the fuel for other businesses, city service providers keep the community clean and healthy. All but the most esoteric of luxury businesses contribute directly to the well-being and success of the community. The lesson is this: If you want to lead your organizations to high performance, the inspire them first by giving them a purpose, not just a paycheck.

Originally posted on General Leadership.


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and blogs.

Friday Link Around – Speed Mentoring Edition

Posted Leave a commentPosted in From the Blogs

scan0048Career development and mentoring are the themes for this week’s Friday Link Around.

I was excited to once again facilitate the Society of American Military Engineers Young Member mentoring session at this year’s Joint Engineering Training Conference (JETC 2016). It was a fantastic session using live polling and hands-on activities with over 150 engineers, architects, and business professionals.

My slides from JETC 2015 are here, the ones from JETC 2016 are here. I used a live polling service called PollEverywhere — the interaction makes the sessions fun and keeps the energy level up among participants!

Speed Mentoring is a fun way for people to meet potential mentors–think “speed dating” only with no pressure for romance. I adapted the 2015 program from this site, and then built my own this year. There are some great mentoring resources at mentoring.org

Want to know more? A mentor is:

“…a person who guides”

“…a helper…”

“… coach, guide, tutor, facilitator, counselor and trusted advisor…”

“… a trusted counselor or guide.“

“…paying it forward..” ( F. John Reh)

“…Mentors help fill your knowledge gaps…” (Pamela Ryckman)

“…Mentoring is relationship oriented


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and blogs.

People Need a Purpose, Not Just a Paycheck

Posted Leave a commentPosted in Leadership by Experience

images (1)“Shared Purpose” is shorthand for getting people connected to the mission of an organization. The most effective leaders are able to build a collective sense of shared purpose and connect each individual to the mission of the larger team. In fact, the teams who think and work together with a sense of shared purpose are the happiest, and the most successful. When leaders keep the welfare and engagement of their teams in the forefront of their decisions, they enable those teams to connect to the mission of the organization. That connection leads to a sense of mission and shared purpose–both keys to high performance.

When Leaders Serve, Teams Connect

In contrast to the Industrial Age, Information Age leaders have to pay attention to the needs of individuals. Those leaders who do, will be giving the individuals in their teams a sense of shared purpose. During the Industrial Revolution, management specialists de-emphasized the needs and variations of individuals in an effort to standardize the product. While standardization and mass-production enabled large scale availability of consumer goods, it often produced, ahem, sub-optimal results in employee morale and even safety. In fact, when we form a caricature of a soul crushing work environment, an industrial age factory or office comes to mind. Thankfully, we’ve learned a few things since the 1940s.

Today’s corporate leaders understand the need to develop their people, facilitate their engagement, and the need for individuals to contribute meaningfully. Good leaders care about their people and give their teams a shared purpose and mission. Companies who repeatedly score highly on “Best Companies to Work For” lists take these principles seriously. In my book, Leading Leaders: Inspiring, Empowering, and Motivating Teams, I talked about companies who do this successfully. The data is a little old, but their names will be familiar:

For example, according to CNN Money Magazine, the top three companies to work for in 2012 were Google, Boston Consulting Group (BCG), and SAS Institute. Employees at all three companies reported they felt valued by leadership, their work was meaningful, their pay was good, and that the workplace was a fun place to work. Google’s success as an organization is legendary: good pay, self-paced work, and plenty of free food. BCG has a focus on work–life balance, including requiring their employees to take time off, which demonstrates they value their employees’ well being as much as they value their productivity. SAS has a number of programs emphasizing the value of their employees’ well-being, including subsidized Montessori childcare, intramural sports leagues, and unlimited sick time. All three of these companies value their employees and prove that through their HR policies. What’s more, the leaders themselves model the behavior they require of their employees.

In addition to the work environment, 21st Century corporate leaders are getting a renewed sense that their place in the community also requires them to be involved in the common good. More than sponsoring community events, companies who value their contributions to the community are engaged in community service work as a company, and also encourage their employees to engage in individual volunteerism. In this way, corporate leaders help their people connect to the community as individuals and send the message that the company cares about the community as well.

Inspire and Connect

Corporate leaders can be just as successful as military leaders by inspiring and connecting their employees to something larger than just a paycheck. Leaders should demonstrate they care about the people they lead–and understand that leadership is a call to service rather than a mantle of success. No matter whether a company is for-profit or nonprofit, there is a purpose for the company to exist: it performs a service or produces a product people need. If there wasn’t a need, there would be no company. Leaders are responsible for helping their people see that they’re not simply creating paper or making a widget–they’re enabling others and filling a need in others’ lives. SpaceX is an excellent example: they’re going to Mars! Not every company is trying to revolutionize space travel and colonize another planet, but every company produces value or they won’t be in business for long!

Here’s the key: leaders help the employees see the value of the work they’re performing beyond the paycheck they receive each week. If leaders do that, if they truly inspire their teams and connect them to the larger mission and the community they serve, their teams will strive and reach high performance. What’s better, they’ll get there will enough gas in the tank to go farther and they’ll enjoy the journey as well.


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and blogs.

Dynamic Dozen: Give Clear Direction, Then Follow Through

Posted Leave a commentPosted in GeneralLeadership.com

The ballplayer who loses his head, who can’t keep his cool, is worse than no ballplayer at all.  – Lou Gehrig

Lou Gehrig, NY Yankee great - Give Clear Direction, Then Follow ThroughIt’s baseball season again, and so we begin the annual Rite of the Green Grass and White Lines. Each year, baseball coaches struggle to give clear direction to help their teams make good decisions on the field and follow through with good execution. It’s rare to see major leaguers allow a ball to hit the ground between them, but it’s bound to happen at any given Little League game. How many times have you heard, I thought you had it?! The teams that win, the ones who don’t let those fly balls hit the ground, are well-led, coached, and drilled. Winning requires leadership from the players and the coaches alike. Off the field, to keep our “baseballs” from hitting the ground, then we have to master the art of giving clear direction, then following through.

After taking care of the people in our charge, leaders have to be concerned with getting the mission done. That requires us to give direction clearly, supervise it appropriately, and then follow through. This basic formula–task, supervise, follow through–is the same at every level of leadership, but the methods change as leaders rise in rank and responsibility. This skill is a crucial leadership skill for leaders at all levels to get their teams to the championship.

First Line Leaders Use “HandCon”

For first line leaders, “HandCon” is the way they operate. “HandCon” is military shorthand for direct, personal leadership–“hand control.” The time and distance between issuing orders (“direction”) and carrying out those orders (“execution”) is short. First line leaders personally issue orders, explain or even demonstrate tasks, and supervise execution. Success depends on checking things personally and seeing the comprehension of their instructions in the faces of their team. They learn quickly how to communicate, and occasionally demonstrate, the task they want their teams to perform. They can make on-the-spot corrections when things go awry, and they can see immediately when their team member’s motivation or training is deficient. In military parlance, these types of orders are usually called “fragmentary orders” if they’re simple or “field orders” if they’re more complex.

Senior Leaders Give Mission Orders

As leaders rise in rank and responsibility, the distance between “direction” and “execution” grows. A consequence of that distance means leaders have to practice the art of giving clear direction, and then following through in different ways since their teams will necessarily function without the leader’s personal supervision. As my Leadership Course instructors taught me at the Eisenhower School, “What got you here won’t make you successful here.” Leaders have to master new skills to effectively give direction, ensure their teams understand their instructions, and then follow up to be sure it’s done.

Senior leaders are leading other leaders, so they will give instructions to outline the desired end-state, boundaries, and overall intent. The military calls this type of leadership “Mission Command,” and so the orders are “mission orders.” Mission orders give the team boundaries, or rules, for getting to the desired end-state. Senior leaders have to define what they’re after and allow their teams to get to the finish line their own way. That doesn’t mean style or cost isn’t important, it just means leaders cannot rely on “HandCon” to ensure a task is well understood all the way to execution. Allowing for sufficient initiative and creativity while clearly explaining boundaries and end-state will get us much better solutions than if we had simply micro-managed the task. It also has the virtue of growing the next generation of leaders.

Call the Ball

A well led and practiced baseball team will communicate well, and execute on the field what they learned in drills. Just like that baseball team manager, leaders at all levels must learn how to communicate with their teams in ways that allow them to be successful when it’s time to go to work. If led effectively, your teams will call the ball and enjoy the game, too.  

Originally posted on GeneralLeadership.com


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own Leading Leaders blog, and GeneralLeadership.com.

Dynamic Dozen – Keep Your Team Informed

Posted Leave a commentPosted in GeneralLeadership.com

Nothing is as strong as the heart of a volunteer.
-Jimmy Doolittle

doolittle0512784There may be situations in military leadership where the leader must keep the team in the dark–but in 27 years service and commanding five units I’ve never found one. On the contrary, the question asked most often by military leaders and those they lead is, “Did you coordinate that?” You see, military operations are a team sport and our patience with people who act without considering the team is thin. We have to trust each other, and trust is built on mutual respect and transparency.

Military Teams Work In A Collective Environment

Keeping the team informed removes the leader as a single point of failure and takes advantage of the collective intelligence of the team. Leaders can’t be the only one who has the whole picture–the goals of any military operation have to be shared as widely as possible. If everyone understands where the commander is taking them, they’re much more likely to make better decisions on their own. That’s why senior military leaders spend a great deal of time before any major operation establishing clear lines of authority and command. They also put significant brainpower into writing a “Commander’s Intent” statement describing the goals and decision parameters for subordinate commands. By understanding command relationships and the commander’s intent, then “teams of teams” can function across space and time as a single unit, making thousands of independent decisions all focused on a single goal.

In combat, military teams don’t have the luxury of perfect communication or knowledge of each others’ movements. Furthermore, the enemy and Mother Nature each get a “vote” on how well the operation will go. If people rely solely on the leader to make all the decisions then chaos close at hand. The best military leaders set the conditions for success and make sure to pass along as much information as possible. The point is to help others make good decisions, not have “the” leader make them all.

“Team” Isn’t Just a Military Term

The military isn’t the only “team sport” however; so is business. Keeping your employees informed of decisions big and small, and making sure they all understand the goals, boundaries, and limitations of a particular task or enterprise. Doing so enables them to make the same decisions you’d make if you were there. Nordstrom is famous for their customer service focus, and employees are empowered to make decisions on behalf of their leaders to live up to that reputation. Keeping the team informed works in small companies, too. If everyone has the “big picture” then anyone on the team can make the right decision all the time.

Keeping the team informed effectively makes the leader “present” at every decision. Likewise, the same is true for suppliers and customers. An effective relationship with both should feel like a partnership rather than a transaction. That’s a major reason successful companies elicit and take seriously customer feedback, and it’s the reason inviting suppliers into the “circle of trust” makes for successful partnerships. One of my favorite TV shows is HGTV’s Fixer Upper, in part because I’m inspired by hosts Chip and Joanna Gaines’ entrepreneurial spirit. As the interior designer, Joanna maintains a close working relationship with her suppliers–who seem to feel more like family than business associates. The result of working hard at maintaining those relationships is a collaboration where each team member adds value. Sometimes those teammates surprise Joanna with something she didn’t even know she wanted until she saw it!

Building trust and helping the team members make sound decisions are two good reasons for keeping everyone informed. Successful leaders know how to communicate internally as well as to their customers, and when they do they get a big voice indeed!

Originally posted on GeneralLeadership.com


cropped-20141026_102425.jpgMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world.  He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of six books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own Leading Leaders blog, and GeneralLeadership.com.

Dynamic Dozen: Know Your People and Look After Their Welfare

Posted Leave a commentPosted in GeneralLeadership.com

james-jabara-standing-on-a-f-86-sabre-in-an-air-force-photo-from-april-1953Leadership is practiced not so much in words as in attitude and in actions.
 Harold S. Geneen

During the 1950-1953 Korean War, American fighter pilots dominated the skies, even though the Soviet-made MiG-15 jets were faster and more nimble than the American F-80 and F-86s. The difference wasn’t the technology—it was the battle-tested American veterans flying the aircraft that made the difference. In the military, we often speak of our people as a “human weapon system” as a way to understand the central role of humans in war. Put more simply: military leaders are in the people business. Knowing the people we lead and taking care of their welfare is therefore integral to military leadership. It isn’t just military leaders, but all leaders who are in the people business.

Know Your People

The fundamental difference between leadership and management is “people.” We manage things, programs, and processes–we lead people. Spreadsheets don’t respond to charisma, and no one cares if the bench stock is feeling “off” that day. A manager can maintain control over stuff and processes without caring or even knowing much about what they’re actually managing. Not so with leadership. Successful leaders understand their mission depends on knowing who their people are and what they’re capable of doing. Clearly, there’s some practical reasons for knowing your people on a personal level. Everyone has their own quirks and talents, and being able to assign work commensurate with your team members’ skills is vital to performance. An effective leader will not hesitate to push people to be their best, but will never push people beyond their limits. Those limits are impossible to know if leaders don’t connect on a personal level with the people they lead.

There is a deeper reason to know your people, however, and one tied even more closely to organizational performance and your team members’ welfare. If you know your people and understand them, you will take your team to the next level in performance, they’ll be more engaged, and the workplace will be a better place to work. People respond to other people they know actually care for their welfare. In fact, when people understand they’re valued as persons first by their boss they’re much more engaged and loyal in return. Each year, Fortune Magazine puts out the 100 Best Companies to Work For. In order to make the list, Fortune partners with Great Place to Work to conduct random surveys of employees in nominated companies. Two-thirds of the final score came from employee evaluations of things like management credibility and camaraderie. Good scores on surveys like that come from companies where leaders are connected and employees feel like they have a mission, not just a paycheck.

Look Out For Their Welfare

Inspiring people to engage and perform is only half the job; the rest of the job is taking care of the teams’ welfare. In the military, it means providing for people’s needs, and as well preparing them for their mission. Leaders have a responsibility to put their teammates welfare above their own. The shorthand for all of that is Leaders Eat Last. If the troops are cold, so are you. If they’re eating meals out of a bag, so are you. If they’re in danger, then you’re leading them from the front. Leaders make sure the troops are fed and bedded down before taking a single comfort for themselves. In this way, military leaders demonstrate their commitment to never treat the troops’ welfare casually, and that breeds trust in the leader’s decisions.

The same concept easily applies to civilian life. Be sure the work area is safe, pay a fair wage, make sure you’re willing to share their hardships. If they have to stay late, you stay with them. The occasional pizza for that late night doesn’t hurt either. Leaders have to put their teams ahead of themselves–eating last–or else risk losing credibility with those they lead. On top of that, celebrate your teammates’ success and cry with them during tragedy. Remember birthdays and learn about what your teams do for fun, and about their families. Doing that, being authentic, will ensure your team understands you care about their welfare.

There is an enormous difference between the person who sees leadership as a means of controlling others, and the leader who sees leadership as a responsibility to serve others. Leaders who know their people and look after their welfare are able to get their mission done and help others be the best they can be.

Originally posted on GeneralLeadership.com

 

Dynamic Dozen: Be Technically and Tactically Proficient

Posted Leave a commentPosted in GeneralLeadership.com

Grader FestThe vast majority of Airmen we train are going to be somewhere in harm’s way within the next year or two. It is up to us to impart to them the talent and skill they need to accomplish their mission in a world-class fashion and at the same time make sure we get them back safely to the families that love them.
General William R. Looney III, USAF

I remember it just like it was yesterday. As a young lieutenant, I was designing an asphalt road for a road my engineer Airmen would construct during a Field Training Exercise (FTX) I was to lead. The master sergeant assigned to my leadership team leaned over my shoulder and asked,

“Watcha doin’ L-T?” I looked up and said, “Calculating how much asphalt we’re going to need.”

He looked at my calculations where my arithmetic indicated 30.56 tons of asphalt and smiled. “L-T, asphalt comes in 10 ton trucks–you need four trucks.” It was an object lesson in technical and tactical proficiency from a seasoned professional, and I was grateful to him for correction. His mentoring saved me from the giggles I’d surely have received from my Airmen if I’d tried to order “30.56 tons” of asphalt.

Leadership is More Than Charisma

Personal charisma is certainly useful in leaders, but charisma without actual proficiency in the business of the organization only goes so far. While it’s true an exceptional leader can help an organization through difficult time, if you really want your organization to be high performing, you have to hire the right team captain. I’ve worked in many different teams during my nearly 30 years in uniform, and the leader with the most charisma wasn’t always the one who got the most from their team. Rather, the leader with a keen sense of how to garner resources and put the right team member in the right job is far more important. Some of my most effective commanders were among the least charismatic. What those leaders lacked in charisma they more than made up for in developing their team and setting clear goals.

Leaders Need Technical and Tactical Proficiency

The combination of solid interpersonal skills and technical proficiency is a formula for an exceptionally successful leader. If your team spends half their time trying to educate you on the “nuts and bolts” of your mission, I can guarantee they’re not spending enough time getting the mission done. A technically proficient leader can skip the “101” go directly to the graduate level. That’s where a leader really shows his worth. It’s analogous to a team rowing a boat. If the leader has a steady hand on the tiller and eyes on the horizon, the boat will reach its destination quickly.

A tactically and technically proficient leader marries their knowledge and vision to lead their teams. A technically proficient is constantly learning. Developing a leader’s mind means keeping up with the current books in your field, attending conferences and industry forums, and engaging in the industry’s conversation online and in person. LinkedIn groups, professional societies, and reading lists by thought leaders are all proven ways to build and maintain your technical proficiency. A tactically proficient leader understands the environment. Networking with other leaders and contributing to your industry’s development through writing and speaking are ways to build your tactical proficiency. Finally, a technically and tactically proficient leader is a teacher–he or she is able to pass on their skills to the team and elevate the team’s performance by increasing their skill level.

Summing Up

Leaders who pay attention to their proficiency as well as their leadership skills have an edge over those who don’t. If your team is spending all day teaching you the business, they’re not doing the mission. Additionally, it’s difficult to give direction if you don’t know what you’re doing. Therefore, learning the business is just as important as relating to people. If you do both, you’re truly leading the team to high performance.

Originally posted on GeneralLeadership.com