Continue the Mission: The First 30 Days

Posted on Posted in Practical Leadership

When things go wrong in your command, start wading for the reason in increasing larger concentric circles around your own desk. – General Bruce D. Clark

Standing on the platform in front of troops and family for the fourth time to take command, this time of a Mission Support Group, I was following a popular and successful commander. I’d be leading a very talented unit of 2,600 Airmen, civil service personnel, and contractors. They had a tremendous reputation for excellence.

In the previous three months, I’d prepared as best I could and now it was “go” time. Under the big Colorado sky on a stunningly beautiful summer day, thoughts about both the mission and people I was now responsible for leading circled my mind. All my previous leadership experience, all my networking, all my preparation had come to this moment. When it was my turn to speak, I stepped up to the mike and began my command.

In this series, I’ve written about how to exit gracefully and how to your prep for your new “command.” This month we take a look at what it takes to be the “New Guy” and we’ll focus in on the first crucial 30 days in “command.”

Before You Arrive

Changes in leadership like the assumption of command I described above are often planned and announced in advance. Retirements, promotions, and the like create openings in leadership positions in all organizations. Even when someone gets the sack, there’s usually time for some limited preparation. That time is important because every team is different, and there is no one-size-fits-all approach that works. Even experienced leaders will need to make adjustments to their own style to suit the new team and mission.

If you have a good transition, your predecessor will have sent you plenty of information and planned a Left Seat-Right Seat time. If the transition is short or unplanned, your prep time is limited. No matter how long you have, spend it learning as much as you can before you arrive. Mission statements, public financial records, customer reviews, press releases, and anything available on the personnel. You’ll get two opportunities to speak to the team, once in public and once to your senior staff. Plan those talks carefully: first impressions really matter and it will be obvious if you haven’t done your homework.

At the “Change of Command”

The military conducts a change of command ceremony where the outgoing and incoming commanders exchange the unit’s flag as a symbol of passing the leadership of the unit. Those ceremonies and their civilian equivalents are all about the farewell for outgoing leader. As the new guy, your job is to thank everyone, give a brief version of your priorities, and get off the stage. Give your predecessor the room to bask in the adulation of the team one last time; it’s your team now and you’ll have plenty of time with them in the coming months and years.

During your speech, be gracious to the outgoing leader–even if he/she doesn’t deserve it. No matter what the circumstances that required a change in leadership, it’s not your place to pile on or take issue with the outgoing guy’s style or achievements. They know him–they don’t know you–so being gracious will make a good impression. It’s just good manners. I assure you no one will remember the “bumper stickers” you talk about at the ceremony, but they will remember if you’re snarky, rude, or go long. Get up, say your piece, and get off the stage.

The First Month

On your first day in the seat, you’ve got only two things to do: meet with your senior staff one and one and as a group. Use that time to get to know them better, get a sense of their professionalism and proficiency, and lay out your strategy and priorities. If you have an office or administrative staff, give them your expectations on how you expect work to flow. They’ll want to know how you like to organize your day and about any pet peeves you might have regarding the logistics of running the office.

Once you’ve met with your senior team–we call it a “command team” in the Air Force, it’s time to meet with the larger senior staff as a group. Plan to spend about an hour, and lay out your priorities and guiding principles, your expectations, and let them know where you’ll be focusing your attention. A few Powerpoint slides or a handout is a good idea since it allows them to listen better rather than taking notes. Allow them all time they need to ask questions–few of them will take you up on it anyway–and then give them a preview of what you plan to publish to the entire team. This is the first step to gaining their trust and getting them on board for where you’re planning to lead them. Set some achievable goals for the first 100 days and ensure your new team is on board.

During the first month, commit to spending time looking around and listening to your new team. As a rule of thumb, and unless something is badly broken, dangerous, or illegal, don’t make any changes for the first 30 days. This gives your team some breathing room to get used to you, and more importantly, time for you to understand why things are the way they are in the first place. Rare is the case where a leader or an organization is completely incompetent. Understand the context of your predecessors’ decisions before you begin making changes. Doing so will help avoid unwanted second and third order effects, and it will give you a better chance of finding root causes of problems rather than just symptoms.

Make time in the first few days to have an “all hands meeting” and address the entire team. If your team is geographically separated, then record your session and make that recording available to them. During that all hands meeting, lay out your priorities and principles Boil down your priorities and principles into 2-4 easy to remember phrases. You want your “slogan” to be memorable and easy to repeat–you’ll be repeating it often. Give the broad strokes to the whole organization, and spend some time with the senior staff to be sure they understand clearly who you are and where you intend to go.

Lastly, get a thorough orientation to your new organization unit by unit. Resist the temptation to spend that entire orientation in a conference room reading PowerPoint slides. Whenever I take over a new organization I spend that first week or so walking through each unit and learning as much as I can from the people doing the actual work. You can read slides on your own–you need to see where people are working and let them tell you what they’re doing. Believe me, you can tell a lot about an organization by asking questions and observing the work environment. The morale will be self-evident and you’ll gain important insight into what needs to be changed on day 31.

Originally posted on General Leadership


Mickey believes everyone can reach high levels of performance if inspired and led. During his 30 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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

Sign up for my mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Continue the Mission: How to Exit Gracefully (and Why You Should)

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Leadership to me means duty, honor, country. It means character, and it means listening from time to time. -George W. Bush

This month, I continue my series on successful leadership transition. If you missed the first part, you can go back and read it here. When we accept a leadership position we accept two things: (1) stewardship of the people and organization we’re leading, and (2) the understanding that we’ll be replaced some day. Regardless of the reason we may be handing off the reins to a successor–good or bad–how we manage that transition says a great deal about us as people and leaders.

Leadership transition is far more than just “exchanging salutes” and reporting to your new office. A successful transition of leadership depends on a servant leadership mentality and maturity. The principles below are my guide for a smooth transition of leadership. As I wrote last month, good transition planning begins well in advance of the actual day. In fact, successful transitions occur because of the prep work done well before the “new guy” shows up.

Five Principles for Success

Below principles to keep in mind for the outgoing leader. Adhering to them is the best way to prepare the team and the organization for success under the incoming leader.

  • Prepare the Team for the New Guy’s Style. You may be the best leader ever, but when you hand over the reins of command to another leader, his style is the most important one. Give your staff the benefit of helping them understand the “new guy’s” style and if you can make adjustments to accommodate him or her before you leave, so much the better. Your goal should be to make a difficult time as smooth as possible. Be sure to spend some energy with the senior staff to prepare them for the change.
  • Leave a Trail of Breadcrumbs on Your Decisions. While any leader should be prepared for their decisions to be reversed by their successor, we can maximize the chances good decisions remain in place by documenting our decisions well. That’s what I mean by “leaving a trail of breadcrumbs.” If your successor understands the context of your decisions, and has access to much the same information, it makes it more likely good decisions remain. If there must be a change, then there’s enough data to make solid adjustments. Many a time I’ve avoided a bad decision by understanding why what I wanted to change was done in the first place–you owe that to your successor.
  • Plan for Overlap “Right Seat-Left Seat” Time. For any transition, planning for a few days of overlap is crucial to success. Use that time where the incoming leader (“Right Seat”) shadows the departing leader to learn the staff and see how things are run (“Left Seat”). When the incoming leader moves to the “Left Seat” she’ll be thoroughly prepared and will know what adjustments she needs to make.
  • Don’t Bad Mouth the “New Guy” or the Old Company. I can’t understate how important this principle is to a successful transition. If you and the incoming leader get along famously, great! If not, keep it to yourself. You’ll do great harm to everyone–including your reputation–by disparaging the “new guy.” Believe me, no matter whether he’s a “saint” or “sinner”, your people will make up their own minds about the new leader soon enough. They don’t need your help. When you’ve moved on to other things, keep your words positive. What you say about the guy who replaced you or the company says more about you than them. Even if you’re the only one, be the adult in the room.
  • Say Your Goodbyes and Then Take Your Leave. Once you’ve moved out of the proverbial “Left Seat”, then get going. Hanging around makes it awkward on everyone. This requires a little planning, you really don’t want to be walking back into the building the day after those tearful goodbyes to return your security badge.

Mature Leaders Do Transition Well

Remember leadership is never about you. Leadership is always about those you lead and serve. Leaders who understand that principle first will be the ones who leave a place better than they found it. That’s a successful leadership transition.

Originally posted on General Leadership


Mickey believes everyone can reach high levels of performance if inspired and led. During his 30 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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

Sign up for my mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Life as a Mission, Best Life Ever, and The 5 Be’s

Posted on Leave a commentPosted in Podcast

Do you ever feel like your life is “stuck” in neutral? Well, do I have a real “dynamic duo” of women who can help you put your life in 5th gear! I had the honor and pleasure of being a guest on the Best Life Ever podcast, hosted by Kimi Morton and Pua Pakele & Cabot. Kimi and Pua are two Success Coaches, Authors, and “Work+Life Integration Ninjas” on a mission to help you create your Best Life Ever. They’re two of the most positive, motivated women I’ve ever met!

We met at a Project Management Institute meeting here in Honolulu, and their positive message of intentional living really resonated with me. Their talk was fun, engaging, and positive–exactly the kind of thing everyone needs to hear in a world where the 24-hour news cycle dominates our thinking. Kimi and Pua were kind enough to give me a copy of their Best Life Ever Weekly Planner, and my daughter loved it! I particularly liked the idea of the weekly plan review and creating the “big vision.” As I’ve written before, leaders have to know where they’re headed.

The 5 Be’s

We talked about living intentionally and how my book, The 5 Be’s for Starting Out, fit in with their mission. It actually began as a talk for our newest Airmen, but I’ve been very pleased at how the message hasWant to know more? Click here! resonated with more “seasoned” audiences. It is by far my most requested talk! The message of The 5 Be’s is simple:

  • Be Proud of Who You Are – everyone has something to contribute
  • Be Authentically Free – don’t be bound by your appetites and whims
  • Be Virtuous – Prudence, Temperance, Justice, Fortitude (H/T to Aristotle)
  • Be Balanced – Integrate and feed your Mind, Body, and Spirit
  • Be Courageous – Both physical and moral courage are keys to being successful; especially moral courage.

Boundaries are Fine, But People Need a Positive Vision

Ever feel like all you ever hear from your boss, your parents, authorities, etc., are lists of “no’s” and “don’ts?” So did I. As I matured into leading larger, and often younger, groups of people I came to learn that boundaries simply is not enough. Here’s what I wrote in The 5 Be’s:

All of these “don’ts” form the boundaries of acceptable behavior. When reasonably imposed, boundaries are a necessary part of establishing appropriate and acceptable behavior. Manners, after all, are intended to make everyone comfortable, so that each person’s dignity and feelings are safeguarded. All human groupings develop norms for behavior that each group member is expected to adhere to. They vary in complexity and formality, but norms, boundaries, or “don’ts” are common. Of course, we can overdo boundary setting. When there are too many boundaries, it becomes a tyranny. In general, boundaries and standards of behavior (“manners” ) are necessary to the function of any human society.

What’s generally left unsaid when establishing our group norms is a target to focus on. It’s not sufficient to merely describe the outside boundaries of the target; you also have to show people what the bull’s-eye looks like. That’s what this book is all about.

People can function in a world of “do’s” and “don’ts,” but knowing what to do and what not to do only describes external behavior. What people, particularly young people, really need is a vision of who we want them to be. With that vision, people are then empowered to reach for something rather than avoiding something.

If you want to lead–know where you’re going!

How to Listen

Links to the podcast are below, and I hope you listen in to our conversation as well as their other podcasts. We talked about my book, The 5 Be’s for Starting Out, and how it is similar it is to their message. There’s even a Yoda impression and I reveal when I wear my “jammies,” so it’s not dull! Kimi and Pua are two great women on a mission to make the world better, and it was fun chatting with them! Be sure to also check out the Podcast page for more podcasts!

Listen online

Listen on iTunes

Listen on Stitcher


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 30 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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Overcoming Barriers to Change

Posted on Leave a commentPosted in How To Change

One of the highest barriers to effecting change is getting enough people to change their thinking from “the way it is now” to the way you want to operate. In fact, many people are very resistant to change–I call that resistance “institutional inertia.” The most successful companies are able to help their teams and their stakeholders make the transition in thinking, and it’s absolutely crucial to innovation and transformation. How do they do it?

Knowing Where You Want to Go

Obviously, you have to know where you’re going or you’ll never get anywhere, so that’s the first step. Senior leadership teams need to spend some time thinking clearly about where you want to move the organization well before engaging the rank and file. A solid vision statement is a must, and not one of those flowery ones full of meaningless buzzwords. A clear vision of where you want to move the organization must also be congruent with your existing mission statement. If it’s not, you’ll either need to change your vision or revise your mission. It does no good to change one and not the other!

Knowing The Barriers to Change

There are all sorts of barriers to change, both internal and external. Understanding what those barriers are and making a plan to overcome them is the next step in effecting transformation and innovation. In large organizations internal barriers to transformation will be:

  • Threats to positional power
  • Uncertainty in accomplishing the organizational mission
  • Threats to personal careers

Take time to identify the key players and list the threats to your transformational plan, then make a concrete plan to mitigate each. For example, if people are concerned with losing their jobs you can mitigate that with assurances you don’t plan staff reductions. If organizational reorganizations will change certain persons’ positional power, you can mitigate those by engaging those people directly and ensure you have a plan to either move them into a commensurate position or offer compensation to take away the sting.

There’s also external barriers as well:

  • Resistance from functional communities
  • Resistance from key stakeholders
  • Resistance from customers

Like the internal barriers, making specific plans to reduce the resistance to the planned transformation is key to success. Overcoming these barriers is where senior leaders really earn their pay! Getting functional communities on board, for example, will likely mean lots of time discussing planned changes with key functional leaders and getting their buy in. Of course, even the most gifted negotiators sometimes can’t get everyone on board. In those cases, it’s necessary to build a stable of allies that can help you exert political influence on decision makers and stakeholders to make the change happen. For small companies, those functional leaders will often be industry associations and government oversight staffs. For larger organizations, it could be “higher headquarters” or even key C-suite or board members leaders in the company. Assemble the team, make the case, and build consensus among those who can stop the transformation. Be prepared to use influence and power to knock down barriers if necessary!

Knowing When to Engage the Entire Team

As the senior leadership team, you’ll have consider when to bring more people into your planning process. In complex change efforts, keeping the team as small as possible initially will prevent “paralysis by argument.” Again, you’ll need to clearly articulate where you’re headed and why it’s beneficial to all involved. Get as many people as possible involved in creating the transformation plan, careful not to overdo it with too many! Ideally, the more people invested in effecting the change, the more successful you’ll be in making it happen. However, don’t grow the team too fast, and don’t allow the team to take over the transformation from the senior leadership team!

Make it Happen

To effect any transformation, you’ll need to (1) Know Where You’re Headed, (2) Know Your Barriers, and (3) Know Who to Involve. Follow this three-step process and you’ll be able to lead your teams through change!


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Transitioning Leadership – When You’re the New Guy and a Repairman

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It was the second time I’d been sent to fix a broken unit, only this time the unit didn’t know they were broken. The team had all the externals of a high performing team, but only on the surface.

Below the surface, they were dysfunctional and broken. The organizational chart bore little resemblance to the actual power structure within the unit. Senior non-commissioned officers who were supposed be leading at the first line exercised little actual leadership. Relationships with the customers of the unit were frayed because my predecessor had mystified the process to the point where “yes” seemed an impossible dream. Readiness indicators were at the lowest possible levels, disciplinary actions were severe and routine for everything from multiple DUIs to a wave of failing fitness tests.

As the unit’s leadership team looked at me, they really didn’t expect much from me. I was coming from The Pentagon and everything they’d heard from my predecessor was that I was an uptight headquarters “weenie” who knew nothing about the “real” Air Force. On top of that, several members of the command staff were not only uninterested in working with me, they were actually hostile to what they perceived of my agenda.

So began my first 100 days in command.

Being the Repairman

Last week, I wrote about taking the reins of leadership and the do’s and don’ts for the new guy. This week’s post is all about taking over a failing organization. There’s many variations on the theme of fixing something that’s broken, but it really boils down to two: (1) they’re broken and they know it, and (2) they’re broken and they don’t. The second one is the hardest.

If a team is broken and they know they’re broken, there’s some hope you’ll be able to get the team working together toward repair during the first 100 days. If you’ve had a good transition, your new team will be looking at you hopefully. Your task as the new leader is to have a plan or make one quickly. If your new team knew how to get themselves out of the mess they’re in, they’d have done it already. However, just because they don’t have a plan doesn’t mean they don’t know what’s wrong. Even if they’re looking to you as their savior, simply dropping out of the sky and imposing a get-well plan on them will guarantee resistance. You have to have a plan, but you have to get their assent.

If the team is broken and they don’t know it, you’re in for a hard slog because before you can even make or present a plan you’ll have to convince them they’ve got a problem. Again, you can’t just drop out of the sky and force something on the team. No matter how good your plan or how dysfunctional the team, they need to believe they’re sick before you can lead them anywhere. You may have had a good transition, but you will lose any good will you might have if you launch on a recovery plan prematurely

The Method

There’s no “checklist” or single solution to leading a broken team to high performance, but there is a method. This method has been successful many times, but you’ll have to take into account the personalities and team dynamics.

Lay Out Your Priorities and Principles Immediately. As soon as you assume the mantle of leadership, you need to lay out who you are and what you’re about. Your new team will have heard all about you, and much of their “intel” will likely be superficial at best. Even if their intel is correct, your approach may be very different than with a previous team because of the situation. For example, you might be easy going with a previous team–what the military calls “low maintenance”–but the new team may require a firmer hand. Boil down your priorities and principles into 2-4 easy to remember phrases. You want to be memorable, and easy to repeat–you’ll be repeating them often. Something like Readiness-Responsiveness-Resiliency or Sustainability & Responsibility works well; use alliteration and rhyme to make it easy to remember. Give the broad strokes to the whole organization, and spend some time with the senior staff to be sure they understand clearly who you are and where you intend to go.

Look and Listen. Regardless whether they know they’re failing or not. you’ll need to listen to your team to find out what they know and look around to make an assessment of the operation. Commit to your team to make no changes in the first 30 days unless it’s absolutely necessary. Your senior staff especially will be anxious and perhaps even defensive about making changes no matter how necessary. The 30 day buffer gives you a chance to listen to your team and find out what they think is important. It also enables you to discern who will be you ally, and where the landmines are buried.

Make a Plan with your Team. Be as Collaborative as You Can. In a perfect world, you and your team would sit down over the course of a few weeks and assemble a plan to fix their problems. No matter how hostile the team is to your strategy, leaders have to at least try to work with the team and get them on board. Even when you know exactly what’s broken and how to fix it, you’ll need to give your team some ownership and a stake. Do that by spending time planning with your team. Use as many of their ideas as you can, and then give them a stake and a role in implementation. Make them partners and stakeholders in the successful implementation of the plan. If collaboration just isn’t possible, then you’ll have to go it alone, In that case, be sure your boss is on board then give your orders and follow through.

Inspire and Lead.

In all cases, your people will need you to inspire them and lead them. Any change of leadership is difficult, but it’s impossible if the leader doesn’t take his job as “Chief Cheerleader” seriously. Even when most of the team isn’t even aware they’re broken they’ll want to know you’re rooting for them.


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Transitioning Leadership – The Exchange of Flags

Posted on Leave a commentPosted in Practical Leadership

The military change of command ceremony is rooted in centuries of tradition back to the time of Frederick the Great. In the days before radio communications, the unit’s commander used his flag as a symbol of command and to signal movements on the battlefield. Leaders would physically hand the unit’s organizational flag from the outgoing to the incoming leader to symbolize the transfer of authority. Civilian companies have their own way of transferring authority, but the effect should be the same: a visible transfer of authority from “old guy” to “new guy.” Unless there’s compelling reason not to have a ceremony, like the previous leader was removed or left unexpectedly, doing a “change of command” ceremony is an important tool to keep a unit moving forward during what can be a disruptive time.

In a previous post, I wrote about what to do as the outgoing executive leader. This week we’re talking about the “new guy” at the executive level.

The Ceremony

The basic structure of a change of command ceremony is unchanged for centuries. The two leaders–outgoing and incoming–come out together led by the leader at the next echelon above. The organizational flag is passed from one to the other, then both make brief remarks. For the outgoing commander, this is a time for farewells and the ceremony is predominately for the outgoing leader and the team to make a formal break. For the incoming commander, it’s time to briefly introduce command philosophy–and get off the stage. There will be plenty of time for more later.

In non-military organizations and especially for executive leaders we often separate the two events–a retirement or farewell for the outgoing leader and some sort of welcome for the incoming–but there’s real value in the team seeing the transfer of authority from old to new. In a handshake, the passing of an “artifact” like a pen or even a coffee mug can be a powerful symbol of the transfer of allegiance. Making that transfer public and tangible goes a long way to enabling the organization to go on successfully under the new leader.

The First 30 Days

The first 30 days are a critical time for new leaders because first impressions are lasting ones. Use that time when you’re still the “new guy” to learn as much as you can about the team, the organization, and the processes.

During your first day on the job, meet one-on-one with key senior direct reports, administrative assistants, and the team as a whole. Help them understand your guiding principles and your priorities for your time at the helm. Your administrative staff, if you have one, will be keenly interested in your likes and dislikes for running the office, keeping your schedule, and passing information. Your key direct reports will want to get to know you, and you them, as well as understand what changes you intend to make.

Once you’ve met with your senior direct reports–we call it a “command team” in the Air Force–it’s time to meet with the entire staff as a group. Spend about an hour, and lay out your priorities, guiding principles, and your expectations. I always included few PowerPoint slides or a handout so they could listen better rather than taking notes. Be sure to allow them all time they need to ask questions–few of them will take you up on it anyway. Lastly give them a preview of what you intend to deliver to the entire organization during your upcoming “all hands call” and seek their feedback. Again, you’re not likely to get any feedback, but people appreciate being asked and any feedback you get tells you something about the people you’re working with.

Make time in the first few days to have an “all hands meeting” and address the entire team. I always tried to do that in the first week, the first day is best. If your team is spread out over many locations, then record your session and make that recording available to them. Like in the meeting with your senior staff, lay out your priorities and principles and make it memorable. You want your “slogan” to be memorable and easy to repeat–you’ll be repeating it often. This is your real first impression–make it count.

As a rule of thumb, and unless it’s absolutely necessary, avoid making any changes for the first 30 days. Understand your predecessors’ decisions before you begin making changes; this will help you avoid unwanted second and third order effects, and it will give you a better chance of finding root causes of problems rather than just symptoms.

Finally, during the first month make a deliberate effort to get around to as many work centers and offices as humanly possible. Avoid spending that entire time in conference rooms–you can read on your own time–you’re there to meet the people and see where they work. Whenever I take over a new organization I spend that first week or so walking through each unit and learning as much as I can from the people doing the actual work. You can tell a lot about an organization by asking questions and observing the work environment, and that sort of listening and personal contact means a great deal to your people.

Day 31

Once you reach your 31st day, you’ll be ready to begin moving the organization forward on the path you choose. What’s more, if you do these first few weeks well, you’ll have a team ready to move with you. Of course, not every situation can wait 30 days. Sometimes an organization is broken and stakeholders want action now. Take as much time as you can; time spent preparing the team to accept you as the new leader and to accept your agenda is like money in the bank waiting on you to cash the check. A smooth transition will make Day 31 possible.


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Continuing the Mission – Leadership Drives Culture During Transition

Posted on Leave a commentPosted in GeneralLeadership.com, Practical Leadership

A change in leadership is not a change in mission. -Military maxim

The focus of January is the transition of leadership in the White House, so it’s a good time to talk about how successful leaders transition. I believe we do leadership transition well in the military, so there’s some lessons there for others. Every two to three years, commanders swap out, so being able to make that transition smoothly while continuing the mission is crucial.

Always Teaching Others

A good transition begins with a good culture—and the military culture is a learning culture. Because we work in a dangerous business with a highly mobile workforce, we’re always teaching someone else to do our jobs, and we’re culturally primed to think about how to hand off our work to our successor. For the military servicemember, the mission and the team are always more important than any single individual.

The military learning culture depends on three key factors:

Clearly defined processes: When work processes are clearly defined, and documented, the people are able to pass their knowledge on to others. In the military, we often maintain a “continuity book” with checklists, contact rosters, and applicable regulations/resources we used to do our jobs. The theory is if someone isn’t there, another person can step in and do the work. Leaders are no different, and all of us in command and leadership positions have a collection of briefs, memos, and rosters. This idea has applicability to any organization—no private or public team can afford to have a single point of failure. If the organization fails because “Sam” is the only person on the team who knows how to do a certain task, it’s not just Sam’s fault for not ensuring he had a backup. It’s the fault of his teammates for not looking out for him, and the leader for not ensuring there was no single point of failure. Leadership magnifies that responsibility.

Training is valued and resourced: Constant training is integral to the military culture. We dedicate time and money to ensure people remain proficient at their assigned duties. Spending time and money on training returns dividends in the forms of increased proficiency and team effectiveness. When training is done in groups, there are additional intangible benefits of encouraging learning, cross-functional knowledge, and team cohesion. The bottom line here is when the boss believes something is important, so will the team members.

Leaders encourage and model cross-functional expertise: Leaders must set the example when it comes to establishing and maintaining a learning culture. In addition to resourcing training, leaders should know how the organization functions and how the various pieces fit together to produce the whole. This means leaders must be visible and engaged. In small teams, leaders should be able to step in and perform some if not all jobs on the team. In larger teams, leaders clearly there’s not enough mental bandwidth to know every job—but leaders surely ought to know what the various business units do to accomplish the mission of the team.

The Mission is More Important than Me

Of course, at the most basic level the linchpin of a good transition is servant leadership. When leaders understand their teams and their mission are more important than their personal desires, every transition becomes much smoother. This means leaders must be as concerned with their successor as with their own desires and agenda. Six months is about the right time to begin thinking about transitioning to the new leader. There’s no need to get the staff energized at that point, but a servant leader should begin organizing notes and background information the incoming leader will need to know. What you really want to avoid is a rush at the last minute because you want to pass along as much knowledge as possible to the “new guy.”

Once a successor is named, the real work begins. Reach out to the incoming leader and ask them about what they’re thinking and what they need. Prepare the staff as best as you can on who the new leader is and what they’re agenda might be like.  Model the desire to help the new leader be successful to the team. For example, as an outgoing leader I avoided making long-term decisions that weren’t absolutely necessary. When possible, consult with the new leader—particularly on personnel decisions the “new guy” must live with. Clearly, there’s only one leader at a time, but you can ensure the organization you’ve invested yourself in and the people you’ve dedicated yourself to leading will be successful by putting energy into the transition. Lead the team all the way to the moment you hand over the reins to the new leader, and encourage your team members to be prepared for the new agenda.

One final note: never, ever, bad-mouth the incoming or outgoing leader. If you’ve got nothing good to say, then don’t say anything at all. Being negative doesn’t help anyone, least of all your team, and only reflects on you.

Mission. People. Success.

Adopting a servant leader mindset, you can ensure a smooth transition that leaves you free to move on to other things, and your team prepared to continue their success.

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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Transitioning Leadership – The Outgoing Executive

Posted on 1 CommentPosted in Practical Leadership

I tried to stay out of sight, but I just had to return the car keys. Calling my now former deputy, I asked him to meet me in the parking lot so I could return his car keys. “Why don’t you just come up?” he asked. “I’ve already said my good-byes,” I replied, “it would be weird.” He chuckled, “Just leave them in the seat, I’ll get them later. Have a great flight Sir!” he said.

Such is the dance of the outgoing commander. The lesson of “passing the baton then be gone” is instructive for any leadership transition. In this week’s post: tips for the outgoing leader.

A successful transition depends as much on the outgoing leader as it does the incoming leader. For the high performing leader, loyalty to the organization and the people we work with are a primary concern. The outgoing leader should make it a priority to help the “new guy” integrate into the team and prepare the team for the new leader. Of course, the terms of your departure often dictate how much you’ll want to–or even are able to–help your successor. If you’re being sacked, or if the split is not amicable, then transition planning is more difficult. That said, the way a leader departs a job is important to preserving your reputation as well as ensuring the team doesn’t suffer when there’s a transition in leadership. This is especially true for executive departures. Nothing is gained by allowing the departure of one executive to become a drama-filled event!

 

Leadership to me means duty, honor, country. It means character, and it means listening from time to time. -George W. Bush

Five Principles of a Successful Transition

Download the Transition Countdown Infographic!

 

The five principles below are my guide for a smooth transition of leadership. As I wrote on the General Leadership blog, good transition planning begins weeks or even months in advance. In fact, most of the work for a successful transition of leadership is done by the existing team.

  • Prepare the Team for the New Guy’s Style. Every leader has their own style, and the “new guy” might have one radically different than yours. In a perfect world, the new leader’s style is similar to yours, but that’s rarely the case. You don’t have to make any adjustments to your own style, but it’s good to be mindful of the change that’s coming. If you can make adjustments to prevent the staff from being “shocked” by a radically different style, so much the better.  In any event, spend some energy with the senior staff to prepare them for the change.
  • Leave a Trail of Breadcrumbs on Your Decisions. Leaders make decisions based on the the best information we have at the time. While any executive should be prepared for their decisions to be reversed by their successor, we can maximize the chances good decisions can remain in place by documenting our decisions well. I term this idea “leaving a trail of breadcrumbs.” Keeping good records, making sure staff who remain through the transition understand the decisions, and ensuring the new executive has access to the reasons why are all ways to ensure good decisions last.
  • Plan for Overlap “Right Seat-Left Seat” Time. In the military, we call the leadership overlap time “Right Seat-Left Seat” time. The term comes from the positions in an aircraft or combat vehicles where the co-pilot and the commander trade places when after the co-pilot becomes familiar with the mission and vehicle. For executive transition, planning for a few days of overlap is crucial to success. Use that time where the incoming leader (“Right Seat”) shadows the departing leader to learn the staff and see how things are run (“Left Seat”). The staff can brief the new leader, the outgoing one can be on hand to explain things, and most importantly the staff can see a responsible and smooth transfer of power. When the incoming leader moves to the “Left Seat” he’ll be thoroughly prepared.
  • Don’t Bad Mouth the New Guy or the Old Company. This one is very important. No matter whether the incoming leader is a saint or, ahem, sinner, bad mouthing the “new guy” is unseemly and unprofessional. Remember, you can’t control others’ actions–but you can control your own. How you behave before, during, and after a transition says more about you than your successor. Resolve to be kind and mature.
  • Say Your Goodbyes and Then Take Your Leave.  Nobody likes the “old guy” hanging around–it’s awkward. Once you hand over the reins to your successor, say your good-byes and take your leave. If you care about the organization and/or the people you’ve led, then allow them the space to get to know their new boss and start working his way.

Moving On

There are dozens of reasons for a change in leadership, ranging from retirement to getting the sack. For leaders at the executive level, managing that transition no matter what the circumstances says a great deal about us. Make that transition successful.

 

 

 

 


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Leading Teams to Greatness – Part 3 – Executing the Plan

Posted on Leave a commentPosted in GeneralLeadership.com, How To Change

riding-the-wave-of-change

Planning is very important, but just like the surfer sitting in the lineup at some point you have to actually drop in and ride the waves. For leaders, this idea means we have to carry out the plans we make. Perfect plans don’t accomplish anything–implementing them does!

That surfing maxim came home to me in the deserts of Kuwait of all places. January 2003 was cold and wet in Kuwait. We’d been planning for months and now it was “go” time. While some projects in our construction program were already underway, we were about to embark on a crash program to complete the remainder of the crucially important projects to get our air base ready. In a few weeks, we’d be receiving 5,000 Airmen and Marines, as well as 200 airplanes. I’ll probably never know for certain, but the word was that when our base was fully operational then we’d begin Operation Iraqi Freedom. In other words: the world was literally waiting on us. We needed to execute the plan we’d made, and we’d need to do it right the first time.

In Part 1, we discussed surveying the environment, and in Part 2 we talked about making a plan. Part 3 is all about execution. After you survey the environment and make a plan, you have to put it into action. When in execution, leaders should keep in mind the following :

  1. Steer the implementation – be a leader and do the job.
  2. Anticipate barriers and plan ahead.
  3. Communicate to everyone constantly.

Keep Your Hand on the Stick

Executing any plan requires a leader to be involved in the execution. We hire leaders to make decisions and inspire others–that means during implementation leaders must understand the plan and steer its implementation. They should be visible and involved. It’s very easy for a leader to spend all his time making the plan then be absent during the actual implementation. We absolutely must resist that urge. Of course the amount of involvement depends on the level of responsibility. First line leaders need to be there all the time, in the middle of the action inspiring and leading, solving problems for the team. Other more senior leaders need to be visible, but shouldn’t “hover”; give the first line leaders space to do their jobs. The mid-level leader should be looking further ahead: clearing barriers and ensuring the team has the resources they need while maintaining contact with the team “on the ground.” Executive leaders should be spending most of their time at the enterprise level, without neglecting the need to be visible to the people actually doing the the job. Regardless of level of responsibility, leaders have to lead through the change: measure progress, keep track of resources, monitor morale.

Heads Up

Another key leadership task during implementation is to anticipate barriers and plan ahead. Just like the surfer riding a wave has to watch out for changing surf conditions and other surfers, leaders must be on the lookout for anything that can go wrong. One of my favorite techniques came from Gen Tommy Franks’ memoir American Soldier where he took time each morning to write down three things that could go right or wrong on a given day. Gen Franks kept those lists on an index card on his desk, and refreshed the lists daily. There are other techniques as well, but the point is leaders must be looking up and out–anticipating things that could affect the current operation and making adjustments. It does no good for leaders to be just as surprised as everyone else when something unexpected happens. Rather, by thinking through the plan and anticipating things that can go wrong, leaders can position their teams to either avoid or minimize damage from barriers when they pop up.

Communicate, Communicate, Communicate

One often overlooked leadership task is communication. Nothing is done in isolation; no matter what we’re doing others are involved. Everything we do–even those thing “individual” tasks–affect others. We need resources, permissions, advocacy, or buy-in. Community groups, unions, shareholders, boards of directors, and even families all have interest and even stake in what we’re doing. Of course there’s also government officials, customers, and suppliers. All these people and more need to know what’s going on. Believe me, if leaders don’t “feed the beast” and communicate, someone else will fill in the blanks! Public officials need a public affairs plans, businesses need to engage with their customers and advertise, and everyone needs to keep their teammates informed. Clearly, there are as many ways to communicate as there are people, but the key point is this: it’s the leader’s responsibility to ensure everyone who needs to know gets the information. Leaders should spend a great deal of their time communicating, and need to do so deliberately.

Across the Finish Line

Just like a surfer watching the wave and adjusting his course as he goes, leaders have to steer their teams all the way to the finish. By leading visibly, anticipating problems, and communicating appropriately leaders can get their teams to mission accomplishment successfully–while being ready for the next wave!


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Happy New Year! (And a Gift for You)

Posted on Leave a commentPosted in Holidays, Monday Motivation, Resources

 

 

Everyone sets goals for the new year, so here’s a little help for making and keeping your goals in 2017.  Here’s hoping you have the best start for a great year, and achieve the things you want for yourself and for your family!

I put together an entire page with resources to help you make 2017 your highest performance year yet!


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get the ebook Mickey’s Rules for Leaders as a thank you!

 

Wishing you a very Merry Christmas and a happy New Year!

Mele Kalikimaka! (Merry Christmas!)

Posted on Leave a commentPosted in Holidays, Monday Motivation

Wishing you a very Merry Christmas and a happy New Year!

 


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Leading Teams to Greatness – Part 2 – Making a Plan

Posted on Leave a commentPosted in GeneralLeadership.com

wpid-patton1-620x519.jpg

“A good plan, violently executed now, is better than a perfect plan next week.”
General George S. Patton

After all the instruction and practice on the beach, it was time to actually put my board into the ocean and paddle out to the break. I knew how to surf—well, I knew what my instructors taught me–but I’d never actually put my board into the water and paddled it before. I was a little intimidated. The waist high waves weren’t particularly big that day, the sea was smooth and glassy, and the wind was light. I had no reason to be nervous yet there I was hesitating on the beach pretending to continue to watch the waves. My surfing buddy and instructor walked past me and shouted over his shoulder as he put his board in the water, “C’mon Mick! Can’t surf on the beach!”

In my previous post I wrote about the process of understanding the environment to lead change. This month, we’re going to talk about making a plan. Great teams understand the world changes and they need to lead the change to be achieve and remain at the top.

Know Where You’re Headed

Effective leadership requires we establish a clear vision of what future success looks like. Having a vision gives you a clear focus, and can stop you heading in the wrong direction. The world doesn’t stop spinning because we’re planning, so remaining aware and flexible during the planning process is key. Returning to my surfing analogy, once we know where and how the waves are breaking, it’s time to paddle out. When paddling out to the lineup, conditions can change–it’s the ocean after all–so we have to be ready for it. We might go over or under a wave, depending on its size, and we have to be alert for other surfers. This is analogous to the planning process.

The Planning Process

The process of planning a change involves taking the intelligence we developed during the Survey the Environment phase and creating a specific plan with milestones and planned decision points to reach our goal. There’s many methods for planning, but the simplest and most commonly used in the US military is creating a Plan of Action and Milestones–POAM for short. To create a POAM, we need to follow the following steps:

  1. Write a clear definition of your endstate.
  2. Break the job into tasks.
  3. Map the tasks from start to finish
  4. Establish intermediate milestones
  5. Establish intermediate decision points
  6. Establish criteria for passing the milestones and decision points

A couple of those steps are worth a little emphasis: (1) writing a clear definition of your endstate and (6) establishing criteria for passing milestones and decision points. Besides the obvious project management benefits of smart planning, the leadership benefits are what I want to emphasize. Leaders cannot lead if they don’t know where they’re going. You absolutely have to have the end in mind when creating a plan–and believe me no one will follow a leader who doesn’t know where he’s headed! The same is true for establishing intermediate criteria. To effectively maneuver the change once you start to implement you’ll need to be able to know if you’re on track. For example, proceeding with a project might be contingent of raising a given amount of money, or securing the concurrence of local officials, etc.

Prepare for Disruptions

Finally, understand the world will change while you’re planning so be prepared for disruptions. Key to leading teams to greatness during the planning process is anticipating and mitigating problems. Planning for the unexpected and leading through the planning process is an important part of leading change. One of the best illustrations of this idea comes from General Norman H. Schwarzkopf’s memoir It Doesn’t Take a Hero where he wrote about his technique for planning for the unexpected. After he and his staff were caught completely unprepared for helicopter crash, he began to write down each day three bad and good things that might happen based on the day’s activities. It was his way of anticipating trouble and preparing to lead through it.  Planning ahead for road blocks is central to leading teams to greatness.

In my next post, I’ll wrap up the series with a system for implementing the change we’ve planned using this process.

Be sure to check out my “Change Management” Resources Page

Originally posted on General Leadership.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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Monday Motivation – Let Purpose Arise from Relationship

Posted on Leave a commentPosted in Monday Motivation

Engage in Dialogue

 


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Five Simple Ways to Develop Your Employees – And Why You Should

Posted on Leave a commentPosted in Practical Leadership

 

ORG XMIT: *S0406337545* ** FILE ** Dallas Cowboys general manager Tex Schramm, right, shares a shovel with coach Tom Landry at the ground breaking of the Cowboys practice facility in Irving, Tex., In this Nov. 30, 1983 file photo. Schramm died at his Dallas home Tuesday, July 15, 2003. He was 83. (AP Photo/File) [ valley ranch training facility practice facility ] DN1 07162003xSports 10262004xNews
(AP Photo/File)
The secret to winning is constant, consistent management.  -Tom Landry

Ask any HR professional and they’ll tell you how recruiting quality people and then developing them is much more a cost effective business model than constantly seeking the perfect match. When Tom Landry and Tex Schramm led the Dallas Cowboys, they rarely recruited players for a particular positions. They went looking for the best athlete they could find, believing they could place that man where the team needed him and developing him as a member of the team. That same philosophy of recruiting and developing the best people, not the best skills, works in business, too.

If you recruit quality people, and then put the effort into developing them, your business will thrive and your people will thrive. When leaders commit to the betterment of their people, most often the people return that commitment with their loyalty and effort. Some companies do employee development better than others, and some of the bigger names are well known: Google, Amazon, and others. The Air Force also does a great job of developing Airmen…there are formal training programs, incentives for education, and a commitment to physical fitness.

But what about small companies? Here are 5 simple ways small companies can develop their employees.

Take Advantage of Professional Societies’ Programs

Many industry groups have education programs through their monthly meetings and regional/national conferences. For small businesses, these are cost effective venues to get employees training or continuing education credits.  Professional societies like the Society of American Military Engineers and local Chambers of Commerce offer free lunch and learn programs, webinars, and conferences that supply continuing education credits, as well as development programs. Hey, everyone has to eat lunch, right? Make that time work for you!

Partner with Local Colleges

Many state colleges and universities have extension services or institutes as part of their system where your employees can get certifications and training at low cost. By working with the local college or a professor in your industry, small business owners can sometimes tailor course material. Faculty are often hungry for interaction with the industry they teach in, and will welcome your collaboration. Institutions will see a low cost option for local employees as a way to attract more students. Done well, industry-academy collaboration is a win-win.

Allow Time Off for Employees to Work on Advanced Education

Of course, your business is your business but often the temporary “pain” of having an employee out of the workplace more is offset with a significant gain once that employee returns full time. In addition to your employees’ own personal self-satisfaction and growth, the additional skills they’ll learn in getting their college degrees are valuable to you as an employer. Even if the degree is the unrelated to your business, simply going through the process of getting a degree helps employees think broader about the business.  Lastly, whether you give time off or not, don’t forget to celebrate employee academic and vocational training graduations–and give a perk or two for success. They’re part of your team and their success is your success.

Hire Veterans and Encourage Them to Use their Benefits.

Military veterans enter the civilian workforce with considerable skills, but they also enter with great benefits that also benefit you as an employer. The GI Bill, access to military facilities, and health care are just some of the advantages veterans have and should use. Encouraging your veterans to use their benefits is good for you as a company, because the DoD and VA will always be able to outspend you when it comes to benefits. Further, and more to the point, if a veteran needs help of almost any sort, there are people who are ready and able to help in a way your veteran specifically needs.

Host Brown Bag Seminars

“Brown bag” seminars where employees can engage in learning on the job is good for the entire team. The topics should vary from direct work related subjects to anything of interest to your team. The best brown bag programs rotate leadership among the team so everyone gets a chance to develop and present a program. Leading a program builds confidence and develops planning skills from your employees.

Spending leadership effort to consciously develop your employees, even if you’re a small company, has a great return on investment. It’s something successful companies know and practice!


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Audio Series Part 4: Teamwork and Little Things Matter

Posted on 1 CommentPosted in Podcast

CMlogoIn 2013, I was pleased to be featured in a 4-part series on a radio show called Character Matters! with Bob Vasquez the US Air Force Academy’s KAFA-FM radio. CMSgt (ret) Bob Vasquez was a fabulous host, and we had a great conversation about leadership. You can subscribe to his feed on SoundCloud here.

The Third & Fifth bricks in the Leading Leaders philosophy we discussed were Teamwork and Little Things Matter.

We talked about my Leading Leaders philosophy: Integrity, Respect, Teamwork, Leaders Lead, and Little Things Matter. Back then, my Leading Leaders book was still in draft and the working title was “Foundational Leadership,” but the concepts were the same as what appeared in the final copy.

One final bit of business. I’m posting these for the education and entertainment of my readers. KAFA-FM gave me permission to post these, and I want to be clear that by posting this here there is no implied or explicit endorsement by the US Air Force Academy, the Air Force, or the Federal Government. The views expressed in this broadcast and my book are mine and do not reflect the official policy or position of the United States Air Force, the Department of Defense or the U.S. Government.

 


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Monday Motivation: Keep Growing Until The Very End

Posted on Leave a commentPosted in Monday Motivation

 

 


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 blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get  Mickey’s Rules for Leaders as a thank you!

 

Audio Series: Character Matters! Part 3 All About Leaders

Posted on Leave a commentPosted in Podcast

CMlogoIn 2013, I was pleased to be featured in a 4-part series on a radio show called Character Matters! with Bob Vasquez the US Air Force Academy’s KAFA-FM radio. CMSgt (ret) Bob Vasquez was a fabulous host, and we had a great conversation about leadership. You can subscribe to his feed on SoundCloud here.

Today’s post is all about the fourth “brick” in the foundation of leadership: Leaders Lead.  Leaders have to learn when to delegate, to know how follow, and to be able to push authority out and down.

We talked about my Leading Leaders philosophy: Integrity, Respect, Teamwork, Leaders Lead, and Little Things Matter. Back then, my Leading Leaders book was still in draft and the working title was “Foundational Leadership,” but the concepts were the same as what appeared in the final copy.

One final bit of business. I’m posting these for the education and entertainment of my readers. KAFA-FM gave me permission to post these, and I want to be clear that by posting this here there is no implied or explicit endorsement by the US Air Force Academy, the Air Force, or the Federal Government. The views expressed in this broadcast and my book are mine and do not reflect the official policy or position of the United States Air Force, the Department of Defense or the U.S. Government.

 


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, Mickey’s Rules for Leaders, and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get Mickey’s Rules for Leaders as a thank you!

 

Monday Motivation

Posted on Leave a commentPosted in Monday Motivation

 

 


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 blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get  Mickey’s Rules for Leaders as a thank you!

 

Leading Small Teams to Greatness, Part 1

Posted on 1 CommentPosted in GeneralLeadership.com, How To Change

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“I don’t know whether this is the best of times or the worst of times, but I assure you it’s the only time you’ve got.” – Art Buchwald

Standing in front of the assembled group of more than 150 staff to tell them they were being reorganized–again–was a little daunting to say the least. Everyone was clearly nervous about the change, but the leadership team assured them we would seize this latest change as an opportunity. However, embracing the change and looking for opportunities to make that change work for us was key to turning a potential disaster into success. Using a three step process we turned the reorg into an opportunity to chart our own future.

Just like the waves in the ocean, change is a part of life and a part of business. Technology, organizations, products, and even demographics change on a regular basis. Leaders who don’t actively plan for and lead their organizations through change, will be swamped by the wave of change. Leading change effectively is a three-step process:

Step 1 – Survey the Environment
Step 2 – Plan for Change
Step 3 – Implement the Change

In this three part series, I’ll teach you the basics so you can lead your teams through change and be ready for the next “wave” of change.

Step 1 – Survey the Environment.

The first step is to look out at the environment and take stock. Just like a surfer checking out the ocean waves, leaders have to be able to understand their environment before even making a plan. It is wasted effort to make a plan for something that doesn’t exist or for an environment already different. Effective leadership entails defining success and understanding what you’re dealing with before taking action. Not only does this give you the opportunity to generate options, but it provides you the chance to gain perspective and involve other stakeholders who can also help lead the change.

Military leaders stress the need for agility because it gives them the initiative. When we have the initiative, we’re the ones driving the pace of operations–not the adversary. It’s the same in business. For any business to remain agile, leaders must anticipate and lead change so everyone else is responding to your agenda. As a mentor once told me, “If you ain’t the lead dog, the view never changes.”

Survey the business environment and the internal culture to look for trends or problems. A good understanding of the environment is crucial to making a plan to change, and leaders must have a plan for change. When leading change, you need to be asking yourself some pretty fundamental questions at the very beginning. The very first thing any military leader gets when we “launch” is a mission statement from our boss. We try to begin with as clear an idea as possible about where we’re going and why. When leading change, you have to know what you’re trying to achieve, what’s driving the change, and who’s involved in that change. Asking yourself these basic questions will enable you to begin to plan for that oncoming wave:

  • Is the economy changing?
  • Does our product need updating?
  • Is there a change in technology
  • Who is affected? Is this an internal change or are there external stakeholders?
  • hen will the change start? Need to be completed?
  • Why is the change needed? Can you simply ride out the environmental changes?
  • How will the change impact current operations? How about short-, mid- and long-term business strategy?

Of course, no matter how compelling the reason and logic of change, unless you have a good handle on the environment you’ll likely to meet significant resistance. During my very first squadron command I was responsible for construction services to the Air Force Intelligence Command. There were three units who did what we did–we were the largest of the three at 85 personnel–and so it made sense to everyone at our unit that we should move the overseas detachments under me. We did all their scheduling and most of their engineering design support. What I failed to do was properly survey the environment and understand that altering command relationships for these two other detachments would be an emotional subject with the commanders. The fact that I was a junior captain and the other commanders were lieutenant colonels didn’t help much either! To them, it looked like a “land grab” rather than a logical re-organization for greater efficiency. In the end, I failed to make the case for change because I had lost the initiative in the discussion early on. Truly, I never even had the opportunity to make the case for change because I was on the defensive from the start.

Had I properly surveyed the environment and fully understood the stakeholders’ concerns, I would have approached the proposed change far differently than I did. Appealing to logic was really the wrong tact–what I needed to do was form relationships so the enterprise would see it was to their benefit to off-load an engineering mission so they could focus on their operational mission.

Understanding the environment is an indispensable first step to any successful change!

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.

Mickey 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, People Development Magazine, and GeneralLeadership.com.


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Monday Motivation

Posted on Leave a commentPosted in Monday Motivation

 

 


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 blog and GeneralLeadership.com.

 

Sign up for Mickey’s mailing list and get  Mickey’s Rules for Leaders as a thank you!