What they don’t want to hear is what Jim Collins told us in “Good to Great”: first who, then what. We need to recruit, access, train, educate, and promote only the best–those who are the smartest, the most physically fit, the best leaders (as rated by their peers). Otherwise, the system will continue to be GIGO, Garbage In, Garbage Out.

Like you said, the process will take a clear commander’s intent–purpose, vision, whatever you want to call it. The process will take time; potentially 10, 15, 20 or more years. It will take discipline; forgoing the sexy short term recruiting numbers for quality. It will take trust and accountability; TACs, PMSs, recruiters, and drill sergeants should have the freedom to separate non-performers and retain performers–yet at the same time held accountable for their graduates’ performance in their initial duty assignment. The chain of command should have the authority to fire–yes, kick out of the Army–those who fail to perform without the mountain of legal gyrations and boards and regulations. Our leadership, all the way up the chain, is too afraid to chuck the deadwood, be it a private or a colonel.

Just like the fat guy that wants to lose weight without eating less or exercising, the Army wants to develop “adaptable leaders” by adopting the latest fad rather than recognizing that it will take vision & commitment, time, and discipline.

This realization has taught me a valuable lesson in the “how to” of change and developing adaptive leaders who go beyond just words. In a long standing organization, patterns learned from past leaders, who at the time excelled and were respected throughout the rank and file as good leaders, were established as the “how to” the correct way of leading people. “Do as I say, not as I do!” “I am the boss!” Because I said so!” “Do this or else!” were part of the standard orders bandied about. I also remember the infamous statement from Marine Corps Drill Instructors “YOU DO NOT GET PAID TO THINK” after “I Think” were the first two words uttered from a recruit in training. Results from this style of leadership was often seen as successful…At least from the viewpoint of the leadership… The fear and anxiety suffered by those in the ranks were in most cases excepted as part of doing your job.

We know now that the more effective way of leading, is through inspiring others to go out and make decisions and achieve results. This being based on the overall goals and objectives of an individual organization. We see people who understand of the basic human need of self satisfaction, directly related to outcomes and overall organizational success. Achieving results based on cohesion, team effort.

I believe it was Vince Lombardi who said; “Champions are made one inch at a time.” The same holds true for changing the mindset of leaders. Step by step within your individual sphere of influence, you make changes, not for the sake of change, but for the betterment of getting things done, done before they are allowed to escalate out of control.

COL John Boyd’s “To be or To Do!” statement; inspires me personally to keep moving forward. The battles to success in an established organization with an established culture are won step by step, inch by inch, debate by debate, oftentimes; argument by argument and finally its the results on the street, or in the case of the military results on the battlefield, that open eyes and minds to learning. Which leads to adaptation and moving forward.

This is a great post and as far as Boyd never receiving his due from the establishment goes. He received it where it matters most, “inside himself” “TO DO!” that persistence, that believing in something “worthy” is what it takes to do and make a difference.

The “to be or to do” is a most profound observation. Just this week I ruffled some feathers… {grin} … the life of the consultant is a lot of fun!

As you know, the Marines love the A-10 Warthog. It is yet another fitting tribute to John Boyd and his passion.

Not sure why I had not discovered your blog before today, but as always, I am glad that I have discovered yet one more kindred spirit in the field of Boydian leadership.

-ski