Essay

Get the Rock out of the Road: Leading Change amidst resistance

As a brand new Lieutenant I was welcomed to my first battalion by a senior lieutenant named Ed who was getting ready to leave the unit. He had been there three years and was headed back to the states to get promoted and go to Captain School. (It wasn’t really called that, but most of my followers aren’t familiar with the Engineer Officer Advanced Course, and I though Captain School sounded cooler).

Ed was full of wisdom. And since he was older and wiser and I was (as my platoon sergeant so eloquently put it) still wet behind the ears, I listened intently.

He offered advice when I attempted to buy an extra large rucksack. “Why do you need that?” To carry more stuff in the field. “We’re a mechanized unit. You have a vehicle for that.” I know, but we may need to dismount and walk a ways. “If you walk more than 300 yards you should fire your driver.” Ed was good at pointing out the obvious stuff for me.

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Story

Accepting the Leadership Challenge: the First-Time Supervisor

As a young lieutenant I had the privilege of serving on the operations staff in an Engineering Battalion. It was a great assignment as there were really talented people working really hard to keep the organization running. I learned a tremendous amount in the year I served on staff, and understanding how the higher headquarters ran made me a better leader when I went back down to the line.

One of the guys I got to know on staff was a Captain named John. He was one of those all-around great guys that didn’t hold his rank over us junior officers.  He essentially treated us as equals on staff and was a pleasure to be around.

And then something changed. John was selected to go to a line unit and take command.

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Essay

Bailing Water with a Cup

Three guys out fishing start taking on water. The first guy to notice it grabs the nearest thing he sees that can bail water: a tiny little cup. He starts bailing furiously, but it doesn’t seem to be doing any good. The other two haven’t noticed yet, as they are busy fishing. The first guy assumes this is a temporary problem and keeps bailing, all the while looking back at his rod in case a fish bites.

It starts getting worse.

The second guy realizes there is a problem, and he, too, starts bailing. He has a red Solo cup, so he moves more water than the first guy, but he still isn’t making a lot of headway. He doesn’t want to leave his fishing rod, either, so is pretty distracted from the bailing effort. Every once in a while he gets a bite, stops bailing, and tries to land the fish. He finds it is more difficult to net the fish when you have to rummage in the water in the bottom of the boat for the net.

The third guy is late to the party. He has been solely focused on fishing and finally catches on when he can’t get to the live well because of the water they are taking on. Something has to be done! He grabs a bucket and starts bailing, too, still with one eye on his rod.

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Essay

Animal House: Leading Change Blutowski Style

If you haven’t watched National Lampoon’s 1978 masterpiece Animal House in a while, it may be time to break out the VHS tapes and grab some popcorn. It is laced with famous scenes and features many budding actors that went on to highly successful acting careers. If you are one of those Millennials who wants to get some insight into the culture that influenced your grandparents’ generation, it’s worth figuring out how to stream this classic. If nothing else it is worth watching Blutowski’s inspiring “Germans bombed Pearl Harbor” speech.

This great film came to mind recently as I listened to a senior executive talking about the many changes he was trying to implement across his organization.  He had some great ideas about the direction his firm needed to go, and his energy and enthusiasm for the future was infectious. His audience was inspired and hopeful and the much-needed changes were long overdue.

But soon after the CEO left, the mid-level managers began evaluating the CEO’s proposals. “That will never happen, the VPs won’t implement that,” said one. “There are too many policies and too much institutional momentum for any of that to stick,” said another. “Unless you get rid of the old guard up there, none of this is going to get anywhere,” said a third. They all agreed that the CEO’s proposed changes were necessary, but none of them believed they would ever happen.

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Story

It’s Too Easy to Live Hard

As very junior officers serving in Germany in the early 1990s, we often found ourselves “in the field” at various training centers. “The field” was designed to replicate wartime conditions for units, requiring them to sustain themselves without the benefit of the buildings or infrastructure most of us have become accustomed to.

For the troops, this meant sleeping in vehicles or tents in between battles, eating lukewarm food when you could get it, cold MREs (Meals Ready to Eat) when you couldn’t. Typical rotations at the Combat Maneuver Training Center (CMTC) in Hohenfels (now the Joint Multinational Readiness Center) lasted ten days, long enough for most of us to run out of pogey bait (food the troops smuggle in). This duration also forced leaders to figure out how to get troops and themselves the right amount of sleep. Some folks think they can go days without sleep, and they’d be wrong. Few things are funnier to watch than a company commander who thinks he can go 10 days without sleep falling asleep mid-sentence while trying to brief his battle plans on about day 3.

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Essay

Knife Fights and Strategic Thinking

We all get busy. We have these goals of getting to some project, or carving out time to do something different, or thoughts of making some long term, innovative plans for how to improve our organization. But the day-to-day tasks somehow seem to eat up the time.

I recently asked one of my senior leaders about his long term strategy for his division. He told me he was “working on it” but that it was difficult to think five years out “when you’re in a knife fight every day.”

That’s true. When someone is trying to stab you it is probably the wrong time to start making long-term plans.

But this begs some questions… like “why are YOU in the knife fight?” or “why are you in a KNIFE fight?” or “how might this fight end?” or “is this fight winnable?”

With respect to the first question, this isn’t always our fault: we often get dragged into knife fights that we want nothing to do with. The phone rings and suddenly you can toss today’s schedule out because somebody somewhere did or said something that will occupy all of your time for the foreseeable future. You pick up your knife and prepare to do battle. Continue reading

Story

Chicken Metrics: Driving Your Organization the Wrong Way

About fifteen years ago I had the privilege to sit in on an executive leadership training session for a major corporation. During this session, corporate leaders discussed various issues their company was having. Most of these discussions centered on stories; anecdotes that represented issues the company faced. One story in particular stuck with me…

A well-known fried chicken chain restaurant was being inspected by their corporate efficiency team. The goal was to improve operations at all of their outlets in order to maximize profits. This seems reasonable as making money is usually the goal of such places.

The corporate team brought with them hundreds of metrics designed to identify and minimize all the little inefficiencies that creep into such operations and nibble away at profit. The local store in question was doing pretty well. They were “green” on most of the major metrics and had very few “red” ratings. One of these red categories, though, was costing them quite a bit: they were throwing out too much chicken. Health codes, of course, limit how long chicken can sit on the rack before it loses its serviceability and must be disposed of.

This local store was leading the region in thrown out chicken, an obvious hit to the bottom line. Something must be done! The corporate inspectors chided the local manager and left him with instructions to fix that metric. They would be back in 60 days to check on him. Continue reading