Thank you Fred for an outstanding answer(s) to the questions posted earlier! Your insights are more important because you are a leader in an organization that deals with 4GW scenarios on daily basis. I may also say that you have demonstrated moral courage because you have implemented innovative techniques to develop you people’s cognitive ability alongside the emphasis on physical courage, physical training and shooting that most law enforcement focus on (all important, but the tangible is easier to deal with while subordinating the mental development to a “nice to know if we have time to do it”).
What I am going to get into more over the next few weeks as I can post (I am going to be on the road the next three weeks working with Army cadre/instructors regarding adaptability development at three different locations) is the most important, and usually missing from all the theoretical discussions of evolving an organization to be adaptive (or called “Learning Organization”) is the “How To.” I am also looking for excellent insights from others, such as Fred Leland, on actual implementation of Boyd’s ideas (which Dr. Chet Richards does well explaining Boyd’s theories to audiences) to their organizations. Another person recently told me from Fort Sill, OK that what they [the Army] is looking for amongst all the theories of adaptability and decision making (cognitive development) was taking the “theory to reality.” Or, as I say, taking the rhetoric to reality.
First of all, it is not easy to take this giant leap. It can easily threaten job security, family and your own security, which we humans thrive on. Why not just do what I am supposed to do, do it well, follow the regs, use the boss(es) to resolve my problems, and make sure I am in the proper dress! Looking good today is important. If I look professional, I must be professional.
“Right!”
Second, it is going to take time, and it is not going to happen in a day, a week or a month. The change agent(s) should expect many battles, set backs, threats, frustration and stress. I can tell you though, the honest truth, having lived doing this (with both the Army (the Army is always evolving) and working with Georgetown ROTC) that it is worth all the pain because of the positive impact it has on the organization (as it succeeds) and more importantly on the organization’s members (particularly the development of the younger members).
Third, as COL Mike Wyly (who taught me in graduate school how to facilitate TDGs), it is not just you. You have to find allies, others who, as my friend CSM (ret.) Morgan Darwin says “they have the itch, knows there is a way to do it better, but just have not found how to do it yet.” Also identify some subordinates who buy into what you are pushing to evolve, and not just a careerist minded person who is kissing you tail end to push it. Find gaps and avoid surfaces.
Finally, as I tell audiences and groups I teach, if you are a true professional, you are never satisfied with the status quo. You understand that you always have to evolve your team, your larger organization with its Contemporary Operating Environment (COE) or you get left behind. You can always get better. As my father used to tell me, “the train never stops at the station.”
Also, believe or not, It is fun. Just ask a change agent like Chet Richards, Chuck Spinney, Mike Wyly, Fred Leland, or Dale Stewart, Fun in the afterthought, taking on the bureaucracy, the autocrats, making your team and its people better, doing the right thing in hindsight is fun, because it is the right thing to do morally. Hearing from a former subordinate, or team member, “hey, thanks, that was a great period in my life, we were doing great things, and I am now using similar techniques in my organization.”
Don’t know when the next post is going to be, sometime during this week while I am in AZ, but look forward to your comments. By the way, appreciate the welcome by Zenpundit, as well as the help from Ginger and Chet Richards. Without Ginger’s and Chet’s friendship and patience, I would not be blogging right now.
Happy Easter to everyone out there. Now, go out and get ready to lead.
Don
I’m interested in what has been said about adaptive leadership in informal and voluntary organizations.
Did the conference deal with differences in organizations based upon their membership motivation? Every week I am part of a number of strictly voluntary organizations whose members can quit at any time and simply go home. The type of leadership required for these groups seems to me a bit different than that needed for an organization where members are bound by punishment or possible withholding of reward.
Maj. Vandergriff
On the topic of adaptability. How do we create a culture mindset of adaptability in our new leaders? All too often we promote those that are “go getters” only to let them flounder when they get into a management position. How as a culture do we change? As a NCO in the Army National Guard, I encourage newly minted Corporals to read books that show what good leadership is. Is there a way, beyond print and example to begin the training earlier in the process. Such as decision making / role playing games? The Army is pushing for stronger junior leaders, so how does adaptive leadership fit in?
Sorry, can’t seem to bring myself to call an officer by his first name.
Strenght and Honor Always
Don
Congrats on the blog! Looking forward to seeing some of your thoughts on the screen in the future.
Kevin
Individual adaptability can only take place if the organization is adaptable as well. You highlight that point quite well with your statement about promotions. The culture of the organization has to change along with the individual. It’s quite a paradox. I have seen too many examples in my 12 years of service in the Army where really talented folks get into positions and then are squashed because the leadership does not trust them or cannot adapt quickly enough. Had it happen to me when I redeployed from Afghanistan into a 3 Star Staff position…literally was told by an 06 that “who authorized you to talk in this meeting” numerous times…and I’m a Major. When you get into organizations like that, you can either wait the leadership out, or get out. Try and notice the defects in leadership and then realize that you can learn from the defects…that’s adaptability to an extent.
RPG’s can be helpful. Don is an expert here so I won’t get into his expertise, but just be careful with a lot of the military RPG’s – they are based off algorithims and it’s a purely attritionist game. It’s the “football game” problem – one side has more so they must be the winners.
One thing that I tried to do with my platoons and company was to take PFC’s and Spec 4’s and place them in tank commander positions at least once a quarter. It showed them a number of things – that the TC’s job isn’t as easy as he thought, and that he was allowed to experience something at a higher level – forcing him to become adaptive…I wouldn’t let the NCO’s jump in unless there was a safety hazard. Free training is where it’s at – get rid of the scripts after you master the ARTEP’s…allow people to fail and learn, and retrain…and retrain…and make sure they aren’t making the same mistake over and over again.
Hope this helps a little
Ski,
Thanks for your practical insights! What I love about your comments is that you provide some real world examples in your last paragraphs about “how to”! I had the commanding general at Fort Sill OK recently tell me through his strategic initiatives guy that we like your work because it moves theory to practice (though the Adaptive Leader Methodology ALM I work on for the Army). When I was a company commander, I MADE THE TIME, to facilitate my subordinates through weekly Tactical Decision Games (TDGs) at both the tank and Headquarters and Headquarters Company levels. I found taking this additional two hours a week (even in the field) to develop a TDG and then facilitate my lieutenants and sergeants through it, paid long term dividends. I would also post, as it changed, the mission statement for the week as well as the commander’s intent for the key event we were focused on as well as long term events. By the second month of both of my company commands, there were always Soldiers of all ranks copying down the mission and commander’s intent. It helped focus the Soldiers. I would also hold an end of week formation where I would highlight the innovator of the week.
Don
Kevin,
I think my response to Ski also helped answer your question regarding evolutionary adaptability.
Don
Don and Ski,
You both gave me some insight to think about. I have cited two examples, one from my military career and one from my civilian career. As you can guess im a NG junior NCO. My hopes are to grab the new soldiers i have received and begin to train and mold them with TDG as well as Boyd’s cycle exposure. My civilian job follows a loose military chain of command with a new manager coming on board from the ranks (shift CPT) and now wont answer the hard questions from the very people he often “bitched down too”. I’m attempting to change the culture on my team, one person at a time with the help of Fred Leland and his outstanding insight into management / leadership development. Again, thanks for the tips.
CPL Kevin