Leadership Ownership.pptx

Editor's Notes

• #3: Leaders believe in truth to the point that they have a conviction deep and substantial it infuses their actions and life. Without a Team - there is no Leadership Leaders are either – effective or ineffective Every Leader will suffer failure, defeat, tragedy and successes – all must be confronted There is no perfect leader – leaders make mistakes, respect is lost when those are not owned. There are managers that are not leaders, but leaders must manage.
• #4: Your convictions about the truth of your role, your purpose, your goals must be solidified. Then an attempt can be made to lead others.
• #5: Leaders must own everything in their world Acknowledge mistakes and admit failures Take ownership of both Leaders develop a plan to win Highly effective leaders - First Look in the mirror Bear responsibility for : - Explaining the mission - Developing the tactics - Securing the Training and Resources - Necessary for your team to properly and successfully execute
• #6: It is not what you preach, it is what you tolerate If substandard performance is accepted and no one held accountable – that performance become the new standard. Leaders pull different parts together to support one another, all focused on how to best accomplish a mission. Teams need a “forcing” function to get team members to work together. Junior leaders must be ready to step-up and temporarily take on responsibility Leaders should never be satisfied, they must strive to improve, and build this into their team They must face the honest brutal assessment of themselves and their team’s performance. Must be looking to improve, add capabilities, and push the standard higher
• #7: To convince and inspire others to follow and accomplish the mission a leader must be a true believer in the mission Leader must believe in the greater cause – even when other doubt and question cost or risk. Must operate as if they are a part of something greater than themselves and their own personal interests. A resolute belief in the mission is critical to win and achieve big results. Must be able to detach from the immediate tactical mission and understand how it fits in to a strategic goal. You must understand “Why” as a leader – if not you must ask and know so you can share the basics of “why” to those you lead. Ties to Law of Decentralized Command – junior leaders must be ready to step in
• #8: Clouds and disrupts everything: including the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can stifle you sense of self-preservation…conducting an honest, realistic assessment of your performance or performance of your team. Ego can drive, but when it clouds judgement and prevents us from seeing the world as it really is, then it becomes destructive. Personal agendas more important than mission and team causes performance to suffer and failure ensues. We must operate with a high degree of humility, Humility is: Admitting mistakes Taking ownership, Developing a plan to overcome challenges.
• #9: Team laws to live by in stressful challenging operations
• #10: Teams mutually support one another to for the mission (singular purpose) Teams / departments, must break down silos, depend on each other, and understand who depends on them. (independence can be disastrous to team performance) Help each other work together, and support each other to win. Each member is critical to success – small groups may compete with each other, and when obstacles come – leads to animosity and blame develops. Leaders must continuously keep focus on strategic mission and remind team that they are part of a greater team and the large strategic mission is paramount.
• #11: Keep Plans simple , Communication simple Complexity compounds when things go wrong – and quickly spiral out of control Everyone must understand their role and the mission, what to do in event of likely contingencies. Teams must get it – complexity makes it harder to understand. Lowest Common Denominator must be able to understand mission, role, and team strategy
• #12: All challenges are complex and will demand attention – Leaders must remain calm and make ‘best’ decision possible. Relax, look around, make a call Even the best have a hard time tackling multiple problems or task simultaneously Team will fail at each task, unless the team focuses on the highest priority and executes that one well Planning a step or two ahead - or contingency planning and help with this allowing teams to operate without immediate direction Pull yourself off the firing line, step back, maintain strategic picture Evaluate the highest priority problem Lay out in simple, clear and concise terms; the highest priority effort for the team Develop and determine a solution, seek input from key leaders and the team where possible. Direct the implementation of that solution, focusing all efforts and resources toward this priority task. Move on to the next highest priority problem – Repeat When priorities change - pass information both up and down the org chart Don’t get fixated on one priority – maintain ability to see other problems as they develop and shift rapidly as needed
• #13: Leaders cannot manage more than 6-10 people. Divide teams into 4-5 with clear leader. Each leader must understand overall mission and goals Empower junior team leaders to make decisions on key task necessary to accomplish the mission (effective and efficient manner) Every tactical level must understand “Why” They do not operate on their own – (chaos) what are limits of responsibility and authority of junior leaders, when to communicate with senior leaders. Junior leaders must be Proactive rather than reactive within their limits Able to make decisions consistent with mission when senior leaders are not reachable. Senior leaders must know what their teams are doing – not disconnected Must have an Organization Chart
• #14: Sustain the gains the team has made Consistency Staying engaged in the process and leading
• #15: Begins with Mission Analysis - Identify clear directives for the team Team must understand the deeper purpose behind mission – simple statement Identify personnel, assets, resources, and time Decentralize the Planning – share the work, empower others to analyze courses of action. Determine a specific course of action – simplest, focus effort on best. Empower key leaders to develop the plan for the action Plan for contingencies through each phase of the operation
• #16: Mitigate Risks that can be controlled as much as possible Delegate portions of the plan and brief key junior leaders – stand back and be tactical knowledge leader Continually check and question the plan with emerging information to ensure it fits the situation and mission Brief the plan to all the team and those involved – Emphasize the Mission and Intent Ask questions and engage in discussion / interaction with the team – ensure understanding Conduct post operation debrief – analyze lessons learned and implement them in future plan.
• #17: Team members and junior team leaders do not need full knowledge of senior leaders or the intricate understanding of all team members jobs. Leaders must routinely communicate with teams to help them understand their role in the overall mission Regularly step out of office and personally engage in face to face conversations with direct reports and observe team in action. Provide them with intent for mission. How can a leader better communicate if the mission understanding is not being communicated Look in the mirror is team is not doing what you need them to do.
• #18: If boss is not supporting or making decisions in timely manner – First blame yourself. What can you do better to convey the critical information for decisions to be made and support given. You must engage your boss, push situational awareness up the org chart Requires skill, influence, experience, knowledge, communication, and higher levels of professionalism Remember senior leaders also have limited resources and time and you may not fully understand bigger picture. Have humility to accept and understand bosses position and answers. Take responsibilities for leading everyone in your world, subordinates and superiors alike. If someone is not performing – look in mirror first and determine what you can do better to enable this Don’t ask your leader what you should do, tell them what you are doing and are going to do
• #19: Do not be paralyzed by fear There is no 100% right solution An “incomplete” picture exist - Make decisions with the immediate information available Gather intelligence and research with realistic expectations , do not impede swift decision making – this could lead to other team failures. Sometimes this is an educated guess – base it on previous experience knowledge of past operations likely outcomes whatever intelligence on hand in the moment.
• #20: The benefit of disciplined procedures allow freedom to operate and maneuver Walking a fine line – a Balance, recognize this equilibrium between two extremes. Can mean the difference between good and exceptional, discipline to start early for instance. Leader must be ready and willing to lead, but also to follow (a subordinate might be in a better position to develop a plan) Put aside ego and personal agendas – not intimidated when others step up Aggressive but not overbearing – team should be comfortable making suggestions Calm but not robotic - leaders care, control emotions, logical but not devoid of emotions Confident but not cocky – confidence is contagious, arrogance leads to team failure Brave but not foolhardy – mitigate risk to accomplish mission without sacrificing team or resources.
• #21: Competitive spirit but gracious losers – push themselves and team but never put their own drive ahead of overall mission success. Professional but recognize others for their contributions Attentive to detail but not obsessed with them. Strong but also have endurance – physically and mentally Humble but not passive Quite but not silent Close to team but not too close that one members becomes more important than another Able to exercise “Extreme Ownership” while still able to “Decentralize Command”
• #24: Character alignment of convictions with actions