Leadership Foundations

Posted Leave a commentPosted in Leading Leaders

I use sports metaphors a lot in my books and in my talks because I’m a firm believer in the power of sports to teach life and leadership lessons. I’m not alone in that view. Gen Douglas MacArthur famously said, “On the fields of friendly strife are sown the seeds that on other days, on other fields will bear the fruits of victory.” The quote means that the things we learn on the field of play are applicable to life: dealing with adversity, motivating others, perseverance, humility in victory, dignity in defeat.

Football, and Spring Football

Sports is very big in Texas. In Texas, we only have two sports, football and spring football. Ok, that’s a tad bit over the top, but football is probably the most popular sport in Texas. Growing up in Ft. Worth, Texas, the Dallas Cowboys were my hometown team and the men on the team were boyhood heroes. I never missed a game on TV, knew all the names of all the players and most of the coaches, and wore Roger Staubach’s and Drew Pearson’s numbers on my jerseys.

Head Coach Tom Landry remains one of the men I most admire. If you haven’t read his story, I highly encourage it. His book is hard to find, but worth the read. He was a B-17 pilot in World War II, a US Air Force captain who flew combat missions, and then like a lot of veterans came back and resumed his life. He played the New York Giants, and then later as a coach. When the Cowboys franchise began he became the first head coach for nearly 30 years.

Coach Landry on Leadership

A Tom Landry quote I like a lot mirrors my approach to leadership as well. Landry said, “The art of leadership is getting people to do what they don’t want to do in order to achieve what they want to achieve.” To me, that is the essence of what leadership is about. Many things we’re asked to do as leaders involve things that we don’t want to do. Some things are uncomfortable. We have to work hard, or we have to work late, or they’re tasks that are unpleasant. The art of leadership is to motivate people, and motivate yourself as a leader to inspire people to greatness, despite maybe the unpleasantness of those tasks. Character is built suffering through two-a-day football practice in August in Texas with the knowledge that the sweat and sore muscles now mean success on the field in November.

Mapping Leading Leaders Tenets to Goals of Leadership

In my books Leading Leaders: Inspiring, Empowering, and Motivating Teams, I map out the the goals leaders have for understanding their environment with five tenets of leadership. These tenets form the foundation of any leadership approach. It’s these goals and tenets I first learned on the sports field, and honed over three decades in the US Air Force.

TenetsLeadership Goal
IntegrityLittle Things MatterUnderstand that ethics and character contribute to high performing teams
RespectLeaders LeadUnderstand the relationship between the leader and the follower
TeamworkAppreciate the “teams within teams” concept of organizational leadership

When you take those five tenets of leadership, and then you marry those things up with our goals as leaders, as relationship builders, as task doers, that’s where they map out. The first is understanding the ethics and character. This really is the foundation of leadership, right? Because if we don’t have good character, if we don’t start with the foundation of integrity, then we’re going to make decisions later that are going to let other people down, and compromise ourselves.

Respect” and “Leaders Lead,” that’s understanding the relationship between the leader and the follower. It’s that understanding that leading people is about motivating and inspiring people, not merely  accomplishing a task. Sometimes we’re a bit too in love with our spreadsheets. We love to be able to plug numbers in and do math, and get an answer. But we sometimes forget as that our purpose in life is to do things for human beings. That’s what leaders do, leaders take the task that we’re doing, and make it applicable to the human beings that we work and serve, and work for.

The last goal of Teamwork is understanding the idea of “teams within teams”. We had a great chief of staff in General John Jumper a few years ago, and he used to talk about teams within teams, and that’s where I borrowed that phrase. There is room for individual achievement, and we should celebrate that, but we should never forget that we have teammates, and sometimes we have teammates that we don’t realize we have.

On the Fields of Friendly Strife

We can do a lot of leadership and character growth on the sports field – take advantage of the chance to learn those lessons in a benign environment.

____________________________________________________________________________

Mickey is a consultant, author, and keynote speaker. He 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 of the Eisenhower School at National Defense University in Washington DC.
Mickey is the author of eight books, including Leading Leaders: Inspiring, Empowering, and Motivating TeamsMickey’s Rules for Leaders, and The Five Be’s: A Straightforward Guide to Life.

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Leaders Create a Culture of Respect

Posted Leave a commentPosted in Leadership by Experience

The second brick in the foundation of leadership that’s necessary when leading leaders is respect. The leader must model respect and demand it of their teams.

Respect must go both ways, up as well as down, and most of the burden falls on the leader’s shoulders. Respect is both inherent, and it is earned.  It is earned by the way we do our jobs, the way we treat others, and how we carry ourselves. Just as important, respect for the organization is a necessary component.  Respect is also inherent in each person as a matter of simple human dignity.

Leaders Set the Tone

It is very important for a leader to explicitly outline his or her expectations in this regard. Everyone should expect their co-workers and their leaders to follow the law, that’s a given. Our attitudes about the people we work with should convey that our hearts as well as our heads demonstrate our respect. The leader must also pledge that they will show respect to their team. A person who shows respect to others will create a “bubble of trust” around them. People will want to work with them and for them. Customers will want to do business with them. The more people in an organization that have built their reputations on mutual respect, the bigger that “bubble of trust” grows. When people know they’re respected by their teammates and leaders, they feel safe to perform, to take risks, and to be themselves.

A person who shows respect to others will create a “bubble of trust” around them.

Whenever I took command of a new unit, I made it very clear that we were to respect each other as Airmen and as persons. For us, that meant we used proper military customs and courtesies, we didn’t use foul language, and we respected each others’ dignity whether or not we agreed with our teammates’ choices or beliefs. Each person has a multitude of ways to describe them: sex, race, eye color, religion or no religion, national origin, etc. We are required by law to treat people equally in all things and not to treat someone differently because they are different from us. It’s not necessary for me to agree with everything another person thinks or believes, but it is necessary for me to treat them with the respect they deserve as a fellow human being.

Beyond mere adherence to the law, respect is recognizing that another human being has the same value as I do because they are.

Not Just for the Military

In the private sector, this is no different. Like the public sector, there are institutional policies and public law that require certain personal and institutional behaviors, but respect is not a legal requirement. Respect is much more than that. Beyond mere adherence to the law, respect is recognizing that another human being has the same value as I do because they are, not because of what they do, how much money they make, or what clothes they wear. Now, I can certainly perform rote behaviors and parrot legal scripts when dealing with others, but to truly show respect, that has to come from the heart. Again, I don’t have to condone behavior or agree with beliefs that don’t match my own; but the skilled leader, the effective leader, separates behavior from personhood and can show respect to anyone regardless of differences. This type of respect engenders respect in return.

Over the course of my career, I’ve led and worked with a number of people who were very different from me. Because we lived and worked in an environment where respect was the expected behavior, teams and friendships usually form quickly, even among very dissimilar people. We became friends with people we might never have even met, let alone socialized with, because the climate our leaders created and maintained required that we respect each other. When you start with respect for another person, most times the differences don’t really matter all that much.

Crimes are not Mistakes – Know the Difference

Of course, there are some things in the “just don’t do it” category, for example: sexual harassment, alcohol abuse, illegal drug use, racism, etc. These are inherently self-destructive behaviors that leaders cannot tolerate under any circumstances and go well beyond mere “philosophical differences.” In professions like heavy industry, construction, the military, police, or fire service, these sorts of self-destructive behaviors can have life or death consequences. In business, it can end careers and destroy companies.

…there are some things in the “just don’t do it” category, for example: sexual harassment, alcohol abuse, illegal drug use, racism, etc. These are inherently self-destructive behaviors that leaders cannot tolerate under any circumstances…

Leaders have to act quickly to prevent someone’s illegal choices from costing someone else their life or livelihood. In industrial settings, the consequences for the “just don’t do it” behaviors are similarly severe. However, not all of us work in a life and death profession. So while leaders in an office or small business may not have to deal with an industrial accident, business and personal consequences can be very severe. Moreover, an incidence of sexual harassment damages the victim and could expose the firm to legal action for not addressing the illegal behavior.

Leaders have to do the hard work of holding to personal, professional, and legal standards. To do otherwise doesn’t merely endanger personal reputation of the offender; it endangers the entire enterprise.

Today’s post is an excerpt from Leading Leaders: Inspiring, Empowering, and Motivating Teams. It’s available in the Lulu Bookstore and on Amazon, also on Kindle.


Mickey is a consultant, author, and keynote speaker. He 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 Five Be’s.

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

 

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The Thumper Rule – If You Don’t Have Something Nice to Say

Posted Leave a commentPosted in The Five Be's

I heard my father’s voice in my head: “Be nice,” so I choked out a strained “thank you” through a fake smile. What I really wanted to say was, “Are you KIDDING me?!!” 

The young Airman standing in front of me had very proudly secured an all black Toyota Forerunner from the motor pool that he thought was, “a cool color.” In a place where the summer temperatures reach 130 degrees Fahrenheit, I had a black car without tinted windows. And I had to say “thank you.” In fact, if I’d said anything else, I’m sure I’d have crushed him because he thought he was doing me a favor. Not everyone has a black car in Kuwait. In fact, in the year I was there I never saw another black car! It was unheard of in the desert country of Kuwait because the Kuwaitis knew better.

As I tore my stunned gaze away from the solar oven that was about to be my command vehicle, I searched for something to say.  Heck, I’d have left there and had a beer to drown my sorrows–except General Order No 1 prohibited the consumption of alcohol in the Central Command Area of Responsibility. So, I smiled, thanked the young man, and left before I said something I knew I’d regret.

What Thumper Said–Sometimes

In the classic Disney film, Bambi, there is a scene when Bambi’s cottontail companion Thumper is corrected by his mother after he makes a rude comment about Bambi. In reply to his mother’s, “Thumper, what did your father tell you?”, he replies sweetly, “If you don’t have somethin’ nice to say, don’t say nuthin’ at all.” It’s good advice that seems more difficult to abide by in the digital age.

It’s easy in the heat of the moment and particularly online to be more direct and verbally aggressive than we would’ve been otherwise. It’s particularly easy when the interface between you and another person is a computer screen that you take with you everywhere (like your phone or tablet). It’s gotten so bad for some that a few friends of mine have abandoned all social media completely. I think a great many people, fearful of others’ harsh words or perhaps their own, have simply ceded the public square to the trolls.

Light a Candle

The truth is very, very few of us enjoy being mean or nasty. There are a few people out there who seem to thrive on the pain and embarrassment of others, but most people really don’t like confrontation or meanness. But just like the old saying, “Don’t curse the darkness, light a candle,” we can actually do something about it.

It starts with living out what you believe, and doing so in a positive and constructive way. As my own father wisely told me, “Taking the coat off someone else’s back doesn’t make mine any warmer.” He means, tearing others down doesn’t build us up–it actually brings all of us down together. If we truly believe that other humans are “fearfully and wonderfully made” and “in the image and likeness of God,” shouldn’t we treat our fellow humans as if that were true? If we actually believe in the ideal that “all men are brothers”, shouldn’t our words and actions reflect that belief?

I think it should, and that’s our way to light a candle. When the conversation gets bad, we can find a way to show love to one another and bring a little peace with our words, or even silence. If you are human and mess up, then apologize as best you can and try to be better next time. Even if we need to correct something or defend ourselves or others, we can do that peacefully and with love.

That’s lighting a candle, too. And it’s also what Thumper would’ve done.

 


Mickey is a consultant, author, and keynote speaker. He 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 Five Be’s.

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

 

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Back in the Saddle and How Can I Serve Better in 2018?

Posted Leave a commentPosted in Announcements

It’s been a couple of months with no posts here and I know some have wondered about the hiatus (Dad, thanks for asking!). Well, I’ll tell you!

As I’ve transitioned to a new role in my new hometown, the blog had to take a back seat. But now that I’ve re-established myself in my new life, it’s time to return to the keyboard. So, “I’mmmm baaaack!”

Where I’ve Been

The end of the summer saw me officially leave active duty and begin a new job in the private sector. I learned quite a few things about that transition–or as I called it, “graduation”–that I’ll be sharing in upcoming blog posts. My network of friends and mentors was extremely supportive and I’m so very grateful for everyone’s support!

Of course, making that transition is time and energy-consuming–hence the hiatus. Still a lot going on but after 2 months I’ve finally found some daily rhythm. Leaving the military, Hawaii, and re-establishing your entire life in a new city is daunting! Thankfully, we received such a warm welcome here in New Braunfels that it’s already feeling like home. We really miss Hawaii, especially now as the temperatures are dropping! However, we’re feeling good to be close to family and are enjoying exploring the Texas Hill Country.

Looking Ahead

Being almost December, I’m also planning for the next year. It’s important for me to be responsive to the needs of my readers. What topics do you want covered? What questions do you have about leadership or character? Read any good books you’d like to share and have me review? I really want to know!

I’ll be returning to my usual weekly Wednesday post, and potentially more as I get cracking on some projects I’ve been working on over the last year that also took a back seat to my transition to civilian life. I’m excited to share them with you!

If you’re not a subscriber to the newsletter, I’d encourage you to do that as my subscribers get first dibs at specials and new stuff coming down the pike.

For readers who’ve stuck with me since September, thank you! Hope everyone had a wonderful Thanksgiving holiday, and I’m looking forward to sharing Advent and Christmas with you all as we journey to the new year!

 


Mickey is a consultant, author, and keynote speaker. He 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 Five Be’s.

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

 

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What I Saw in Houston

Posted Leave a commentPosted in Leadership by Experience, The Five Be's, Veterans

Team Rubicon “Greyshirts” of FOB FRIENDSWOOD prepare to move out for the day.

Last week I deployed with Team Rubicon on my first ever disaster response operation: Operation Hard Hustle.  I can tell you I got more out of the experience than I gave—serving others and doing important work in the company of other military veterans and first responders is soul-cleansing. This post is my reflection on that week.

Doing good work and serving others is my primary reason for volunteering, but there is a secondary benefit as well. The experience also provides a place for veterans to be among other veterans, and to reconnect with the “brotherhood.” Having spent my entire adult life in uniform, I relish that connection.  WW II soldier and Pulitzer Prize winning cartoonist Bill Mauldin called it the “Benevolent And Protective Brotherhood Of Them What Has Been Shot At”, and that’s a discription I’ve thought about many times over the course of my career.

My Air Force specialty was civil engineering and installation management, which means when bad things happened I went to work. Being retired from the Air Force, I was now on the sidelines of a disaster happening just a few hours by car away from me. I felt the need to be there, and so enter Team Rubicon. I’ve written about Team Rubicon before, but in a nutshell it’s a veteran-led organization who respond to disasters. When we were in the military, we received a lot of training on handling chaos and trauma—some of us were medics, rescue personnel, infantry, engineers, etc. Team Rubicon allows us to put our military experience and training to work as well as continue to serve.

I can tell you I got more out of the experience than I gave—serving others and doing important work in the company of other military veterans and first responders is soul-cleansing.

Pack Your Stuff

My “Go Bag” is packed.

When Hurricane Harvey headed for the Texas coast gaining strength, I felt I just couldn’t sit idle while people were about to have their lives shattered when I had the skills to help. On Thursday with Harvey’s rain pounding and wind howling outside, I filled out the forms, did the training, and submitted my background check. And waited.

I didn’t have to wait long.

On Sunday afternoon I received the coveted “green dot” on my TR Profile meaning I was cleared, and an email with deployment orders to join the first wave of volunteers at Forward Operating Base (FOB) FRIENDSWOOD in Friendswood, Texas.  Most of my field gear and camping equipment is still in storage in Colorado, so I was off to Academy and Walmart to get a few things, then on Tuesday morning I drove the three hours down to our FOB for operations in the area. Our Area of Operations (AO) would include Friendswood, Dickinson, League City, Alvin, and Hitchcock. The Incident Command team of four seasoned TR volunteers was there a few days ahead of us, and we began operations as soon as we got signed in.

Professionals Talk Logistics

Warm welcome from Friendswood!

The first order of business for the handful of new arrivals was to set the logistics for the remainder of the deployment. We re-positioned vehicles, drew tools and equipment, and set up two dozen cots in the gym that would be our living quarters. I must say that the good people who hosted and supported us at Friendswood United Methodist were amazing. The fed us three meals a day, washed our clothes, and provided small comforts like toiletries, home baked goodies, and pillows. Can’t say enough about them and their servants’ hearts!

On Day 2 while a most of our team headed out to do Damage Assessments and work at a house (“Strike Team”), three of us headed to a warehouse down at the airport that would be our Reception, Staging, Onward Movement, and Integration (RSOI) center for Greyshirts (TR volunteers) arriving in the next week. We spend the morning cleaning it and getting the RSOI center ready, then back to the FOB after repositioning more vehicles, picking up others, and drawing more equipment for our teams.

“It’s Too Dangerous for My Children”

More Greyshirts arrive on Saturday!

On Days 3-5, I was finally able to get into the field and begin working with the people affected by the flooding. We went house to house in a Dickinson and Friendswood meeting with residents trying to cope with the wreckage that had been their homes. Whether a house got 4 inches or 4 feet of water, the damage was largely the same. Imagine taking everything you own and piling it in a wet, moldy heap in the front yard. That’s what the flooded areas look like.

One woman took the moment with us away from her family to shed a few tears with my teammate, afraid to be anything other than positive and strong in front of her husband and her kids. Another calmly told us the story of getting out of his house as the water went from ankle-deep to waist deep to chest deep so quickly they got out with the clothes on their backs in the boat they had in the driveway. He told us sadly about that during the evacuation, one of the family dogs was swept under the boat and drowned.

Another family in Dickinson told of a harrowing story of getting out as the flood waters rose. A woman in her 60’s walked her disabled brother and elderly neighbor through waist deep water following the yellow line on the road—none of them could swim. When she arrived at her 92-year-old mother’s house, she evacuated all of them by boat with the clothes on their backs.

Another woman flagged us down and told us she needed help. She spoke English slightly better than I speak Spanish, and we communicated in a blend of the two languages. While her young daughter slept in the car seat, she told us with tears welling in her eyes that she discovered only after the flood that she’d been renting her house, rather than paying a mortgage. With two little ones with her, and her son in the Navy in California, she was unsure what to do next because she couldn’t go home (“demasiado peligroso para mis niños –it’s too dangerous for my children”).

There are thousands of stories like that.

I completed the last two days of my tour in the command post as Deputy Ops, and it was gratifying to see the work we gathered getting scheduled and teams dispatched. At the end of seven amazing days, I said good-bye to the team and returned home.

Everyone we met had an unshakable faith in God. Through the flood waters and devastation of their homes, their faith in God and in each other had remained unvanquished.

Houston Strong

Despite the occasional tears, two things struck me: the resilience of the people and the amazing example of who we are as Texans and Americans these people provided.

First, Houstonians specifically and Texans in general are incredibly resilient. Many of the houses we visited had already had a volunteer group come through and provide initial demolition assistance. It’s imperative to get the wet stuff out of the house quickly to avoid dangerous mold growth. Neighbors shared food by having cookouts and checked on each other.  One man we met assembled a trailer with a grill and coolers, worked a deal with the local Walmart manager to buy food, and then circulated around neighborhoods feeding people. Even those we met who opened their hearts and cried a little always took a big breath and let resolve to go forward settle on them before we left. Everyone we met had an unshakable faith in God. Through the flood waters and devastation of their homes, their faith in God and in each other had remained unvanquished.

Second, spending a week with volunteers and Houstonians reinforced to me that America is still who we thought she is. America remains the City on a Hill. Men and women from all over the country came to help Houstonians recover. Groups of volunteers from countless churches, neighborhoods, and civic organizations went house to house to help strangers. We saw perhaps a dozen other volunteer groups working in each neighborhood.

While as a Texan I believe there’s something special about Texas, I’ve traveled enough and lived enough other places to know that if Texans indeed did anything truly extraordinary it was only to remind our fellow Americans who we are as a country.

Our team visited with men and women of every color, creed, and background. Time and again I heard them tell me, “All that division is crap. We’re Americans, we’re Texans.” We honestly believe All Men Are Created Equal and in the “image and likeness of God”; it’s not a slogan here. I’m not naive, I know there are problems and people sometimes do bad, even evil, things to each other. But I also know the vast majority of people around us are good and decent, and will be there for you when things get bad. While as a Texan I believe there’s something special about Texas, I’ve traveled enough and lived enough other places to know that if Texans indeed did anything truly extraordinary it was only to remind our fellow Americans who we are as a country.

Move to the Sound of the Guns

Napoleon’s standing order for units out of communication with his headquarters was to “move to the sound of the guns.” It is an imperative to act and not wait for someone to tell you what to do. There was no gunfire on the Texas Gulf Coast, but there was a battle to be waged against Nature and it was good men and women who moved to the metaphorical “sound of the guns” when things went bad. Napoleon’s order is something military people and first responders do instinctively, and I believe there’s something in the Texan and American character that drives that instinct. We saw that play out on TV countless times when men and women “moved to the sound of the guns” to help their neighbors. Federal, State, local authorities, and volunteers didn’t wait for someone to give them orders; they acted and worked together to save lives and now to rebuild them.

My Team Rubicon teammates were there doing swift water rescues, and we’ll be there to help Houston rebuild. It’s TR men and women: veterans, first responders, medical professionals, and a few civilians in the mix who represent what’s right about America.

The City on a Hill may have a few potholes and broken windows, but she remains a shining example of who America truly is as a country. We really are who we say we are, and I believe that now more than ever.


Mickey is a consultant, author, and keynote speaker. He 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 Five Be’s.

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

 

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Hurricane Harvey – How You Can Help

Posted Leave a commentPosted in Announcements

Texans remain resilient in the aftermath of Hurricane HarveyI’m sure you all have been watching the coverage of the devastation on the Texas Gulf Coast. Many of you have been asking, “How can I help?” That is the mark of a true leader, to look outside themselves and seek to help others! Thank you to the dozens who’ve already reached out to me looking for resources!

As you might expect, there are people out there who are collecting and updating information–the Hurricane Harvey-Houston and Surrounding Areas Facebook Group has done a really superb job of collecting links and contact info. Well done guys! Here’s the link to their Google Doc with all the info. Be sure to check out ALL the tabs at the bottom! There are tabs with links to provide financial donations, as well as where to go to volunteer.

Official sources are always best, so here they are:

Harris County Homeland Security and Emergency Management

Federal Emergency Management Agency (Harvey Page)

If you’re looking to contribute, either financially or as a volunteer, please consider the Red Cross, Catholic Charities, or one of the host of other organizations listed here.  Don’t forget that blood banks, even those far removed from the disaster area, will need blood donations. The Red Cross blood donation page is here.

If you’re a vet looking to volunteer, then I’d suggest either The Mission Continues or Team Rubicon.

High performers, now is a good time to step up and lend a hand to help your neighbor. The people of south Texas and soon southern Louisiana will be counting on us. I know you won’t let them down!

Lead, Inspire, and Achieve!!


Mickey is a consultant, author, and keynote speaker. He 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 Five Be’s.

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

 

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What is Synchronized Leadership?

Posted Leave a commentPosted in Sync to Swim

“The single most important element of success in war is leadership.”
Gen David Goldfein, USAF

As a young officer our formal leadership training consisted largely of learning our military specialty and a few vague lessons about balancing “mission and people.” They were lessons born of, simultaneously, thousands of years of military tradition and 20th century industrial mass production. In fact, our leadership classes were called “management” classes–which brings me to my point. Twentieth Century management theory and practice has it’s place, but management is no substitute for leadership. We manage things and processes, but we lead people. In the modern military as in modern business, we require agility–and we achieve agility only through good leadership.

But My Process is Solid!

When I was on a major command inspector general team many years ago, we went to a fighter wing for an Operational Readiness Inspection where we expected the wing to do very well. The unit had a great reputation, and reported readiness ratings in the top tier. When we arrived, however, we saw a different unit altogether.

The Airmen in the wing were so dispirited they could, literally, barely look up. I had inspected dozens of units prior and seen many dozens since, and have never seen 2,500 people shuffling around looking at their feet before. The wing commander–the equivalent to a CEO–had simply run them into the ground. They feared their commander, and worse, had lost confidence in their own ability. They felt defeated even though they were, in fact, highly professional and competent. All the inspectors saw it. The wing ended up passing the inspection, barely, but in spite of their commander and not because of his leadership. They were professionals, and wouldn’t allow themselves to fail. Frankly, it was a close run thing and several times during the inspection it could’ve gone the other way. Their processes were solid, they followed all the procedures, but without confidence in their leadership they were simply going through the motions.

It’s fairly common in business for a company to be doing everything right process-wise and see their performance fall precipitously when a bad leader is at the helm. Ruinous business partner relationships, poor ethics, or just plain ill temper are common reasons to see even highly profitable and well-known companies falter. The story of the leadership failures at American Apparel is a famous case, but there are countless others. Leadership, not just project or process management, truly matters.

Syncing It Up

Good leaders understand looking after the people on the team is a prerequisite to success, not the “icing” on top. As leaders, we certainly have to get the mission done, and we also have to serve the institution, but first we have to care for the people entrusted to our charge. This is finding the “sweet spot” in your leadership mission. Our institutions have requirements in the form of policies, culture, and profit or mission objectives. The individual tasks or projects we manage on also have requirements such as budget, timeliness, stakeholder communication, etc. The people on our team, likewise, have needs such as job satisfaction, growth and development, and compensation. Leaders must harmonize these three things and optimize the “sweet spot” where they converge. The bigger the sweet spot, the more the convergence, and the higher performance you can achieve.

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.

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Monday Motivation: Teamwork Wins Games

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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 ebook as a thank you!

 

Synchronize Leadership to Achieve Agility

Posted Leave a commentPosted in Sync to Swim

Take a look at any photo of industrial production during the Second World War and think about the scale and volume of it. Any way you slice it, it’s impressive! Millions of workers producing millions of items from bombers to Liberty Ships to trousers. The emphasis then was on process efficiency and so we developed dozens of management theories and practice to optimize quality and production. I’m sure there were many good or even great leaders in that most impressive of industrial eras, but that sort of mass production by the millions of people is just not how we work in the 21st Century. To be successful in the current era, we need to be agile. Enter the Synchronized Leadership Model.

Synchronizing Institutional, Project, & People

There is a “sweet spot” where leaders can cultivate high performance–the intersection of the needs of the Institutions we serve, the Projects we manage, and the People we lead. Twentieth Century management theory largely addresses only production efficiency or personal motivation. Those theories are perfectly fine for what they are, but they are inadequate to describe the total environment 21st Century leaders find themselves working in. Our companies and institutions have needs such as profitability, company ethics, culture, and governance. Similarly, the task at hand or project we’re working on has it’s own set of requirements such as schedule, budget, deliverables, and quality. Project managers know that list as the “iron triangle.” Finally, leaders are charged to care for and develop the people in our charge–those people have needs as well. Bob is creative, Sue is good with numbers, Alex likes to work alone, and Sally is a good leader; choosing the right person for each task and developing people in your organization are key requirements of leading the team.

Effectiveness and Efficiency

Project leaders have to strive for the “sweet spot” and avoid the trap of pitting one against the other. In seeking to serve the institution, accomplish the task, and lead the people we can’t simply pretend that efficiency and effectiveness are enemies. Certainly there are times when we must prioritize efficiency and focus on conserving resources and avoiding risk. Likewise, there are times when we must be effective above all and push the organization even to the point of over-consuming resources and taking risks to get the mission done. Those are the extreme cases, of course. It’s possible to develop and grow your people and serve the institution by alignment with policies and values and accomplish the assigned mission. I know there’s a “sweet spot” because I’ve seen exactly this behavior in high performing teams. The bigger the “sweet spot” in those three areas, the higher performing the team.

Bottom Line

When leaders don’t force themselves into false choices like choosing effectiveness or efficiency then they are truly high performing leaders. Creating the “sweet spot” of Institutional, Project, and People needs means harmonizing and optimizing.  


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!

 

Monday Motivation: Memorial Day

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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.

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“Sync To Swim”: The Synchronized Leader Model

Posted Leave a commentPosted in People Development Network, Sync to Swim

Twenty-first-century business requires agility–from teams, from institutions, and from leaders–and that agility comes from synchronized leadership. Despite the radical change in the environment, many institutions still cling to Twentieth-century management models. Those Industrial Age management models are ill-suited to guide leaders in the Information Age.

Perhaps the “king” of management models from the last century is the Blake-Mouton Managerial Grid. The Blake-Mouton model (below) uses a 0-9 scale to quantify the “production vs people” tension, and is still in use in some circles, and is good for creating leader archetypes for discussion.

Blake Mouton Management_Grid

Fig 1. The Blake-Mouton Managerial Grid

However, the Blake-Mouton model has a couple of shortcomings. First of all, the leadership environment is much more complex than a simple linear graph can describe. A two-axis grid implies there are only two things leaders must hold in balance, and those are dependent on each other. Secondly, a graph with a 0 to 9 scale implies a limit. By virtue of looking at a chart, some of us will set limits for ourselves and hold in tension those things that should be harmonized.

The leadership dilemma is not whether to balance people and mission, rather it’s how to synchronize the various needs and priorities a of task, institution, and team members’ individual needs. At a basic level,leadership means working with people and managing things effectively. That means the most effective leaders find the best fit for people to task within an institution to get something done. So how do we visualize that?

The Synchronized Leader Model

Leaders have many considerations and priorities to balance, but we can group most of them into three major categories: Institution, Project, and People.

The Synchronized Leader Model (c) Mickey Addison

Fig 2. The Synchronized Leader Model

As you can see from the figure, the Synchronized Leader Model is not linear, nor is it binary. This model reflects the complex nature of integrating people, tasks, and institutions into a single mutually supporting system. Leaders who maximize the intersection of all three categories of needs will get very high performance from their team.

There’s clearly tension between competing priorities, to say otherwise is to be Pollyanna, but “competing” doesn’t need to be “opposing.” In the Synchronized Leader model, leaders have the ability to move the circles around based on resources, staffing, and the situation. It’s a dynamic model that reflects the complexity of the environment with the realities of constrained resources. In the end, leadership is about people—but people operating in a real environment rather than a binary world. That makes the three sets of needs–Institution, Project, and People–independent variables rather than dependent. Being independent variables is a key point. It means it’s possible for a leader to commit energy or resources to something without necessarily reducing the ability to do the same elsewhere.

Institutional Needs

Organizations have institutional needs. Boards of directors and shareholders demand profits and efficiency, donors want to know their money is going to the mission, manufacturers are concerned about quality, and everyone wants to have a good reputation in the community. Leaders must work within a structure or institution, and with other leaders who set agendas and distribute resources. They have to be respectful of culture and process within that institution. Leaders who ignore their parent organizations and its institutional needs at their own peril. The institution’s needs are legitimate, and must be part of a leader’s calculus. Leaders have to take on their institution’s values as their own, and transmit those values to their teams. As I’ve written before, if you can’t respect your institution get yourself another institution. It’s leaders’ responsibility to help their teams understand and accept their institutions’ needs and internalize their institution’s values. Leaders who do that successfully will inspire confidence in their teams and give them a mission with which to connect.

Project Needs

Each individual project has it’s own set of “needs” leaders must consider. Leaders can succeed by understanding and accounting for the various demands on their resources. Project needs are time and resource driven, and so managing those things is usually a math problem. This is an area where many leaders prefer to “live”–math is straight-forward and easy to understand. We can produce charts and graphs to use in decision-making, and we can even allow the “data” to make our decisions for us. Accounting for project resources is certainly important, as I wrote above, but it can’t be the only way for us to lead. Said another way, because we manage things and lead people, the data isn’t the only answer.

People Needs

The third set of needs are the personal needs of the individuals on the team. Each person has their own reason for what they do, as well as their own skills. Leaders have to know their people well enough to understand each person’s motivation and ability. By way of illustration, consider the case of professional football teams. Team managers will actively recruit players for their athletic ability and even for particular positions: goalkeeper or striker, for example. But those same managers also understand that not every player fits in with the team’s culture or the other players. That same team manager might pass on a very talented player because they “don’t fit” with the team dynamic. The goal is to find out, by knowing the player well, where a particular person is best suited and will be happiest. Happy players are usually the most productive.

That same principle of hiring compatible people and placing them where their skills are best used and motivations are best “fed” applies to any team, not just athletics. In my own military experience, we trained our people for particular jobs but we also were keen to place people where they were happy and productive. It does no good for a leader to recruit a star performer only to have him or her drag the institution down because he’s unhappy. So how does a leader make the right choices? There really aren’t any shortcuts–leaders have to engage individuals on their teams and understand them. Put more simply—the most successful teams aren’t always the ones with the most talent, but the ones where the entire team is made up of people contributing, collaborative, and happy.

Bringing It All Together

The real aim of the leader, then, is not to simply parrot their institution’s values, minimize cost, or create a happy workplace; rather, it’s to synchronize all three to make the “sweet spot” in the middle as large as possible. It’s a constant balance of sometimes competing priorities, but if done skillfully can create an impressively productive and happy team. Understanding and transmitting institution needs effectively to the team leads to them internalizing institutional values. Effective project management reduces the stress on the team, and gives them creative space to innovate. Hiring and coaching “players” into the right spots in the institution so they can be their best harmonizes the workplace and inspires people to be their best. The larger that “sweet spot” becomes, the higher the performance of the team.

Originally posted at People Development Network.


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!

 

Monday Motivation: Lead Like a Lion

Posted Leave a commentPosted in Monday Motivation


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!

 

Monday Motivation: Sync to Swim

Posted Leave a commentPosted in Monday Motivation


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!

 

Monday Motivation: Leaders Focus the Team

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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!

 

Monday Motivation: A Bone Isn’t Charity

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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!

 

Monday Motivation: Be a Giver

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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!

 

Monday Motivation: Optimism

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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!

 

Monday Motivation: Throw Strikes!

Posted Leave a commentPosted in Monday Motivation


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!

 

Monday Motivation: Leave the Harbor!

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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!

 

Monday Motivation: Tracy on Teamwork

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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!