Blacksmith65
05-06-2016, 12:21
I have a number of references for which I occasionally refer to guide my thoughts and actions. Some are pasted below, and meant to be quick reminders without detailed explanation.
Most of these are not mine, working within the framework of learning from other's experiences. Some are organizational, and span the unit-level to higher HQ; a few may be less useful or relevant at different levels of command.
Maybe someone here might find them useful too.
* Know the difference: unlawful command influence vs lawful command emphasis
* Graph von Schlieffen: “Work relentlessly; accomplish much; remain the background; be more than you seem”
* “transparency is key; send reports to all people
* Take the time to explain bad news and why
* During formal counseling, ask for feedback
* In command, focus on only three things at a time. Develop an execution matrix for time-phased implementation of priorities / tasks
* “where the CDR is, is where the priorities are”
* “Listen, learn, lead”
* What are the things that only I can do; make the list and then do those first. All else, empower subordinates
* Purpose of CDR: Understand Roles, Functions, Organizational design; prepare for the future
* Role of CDR: Resourcing, planning, personnel (talent) management, establish formal systems
* Spend 80% of time on making the organization better; 20% of time reacting to bad things
* Don’t lead by email
* Oral and written commo should be specific and clear
* “Never lose clarity in the search for accuracy”
* Good leaders ask good questions
* Ask big questions; don’t seek small answers
* Relationships are everything
* Empower NCOs to mentor officers
* Ensure folks know to ask for help
* Time is not the limited resource; individual energy is. Supports time management, decision making, sustains PT and personal readiness
* Don’t have meetings before 0900
* Put a positive spin on Army requirements; you’re going to do them anyway
* Integrate family into Army / unit activities
* Avoid institutional changes w/in 6 months of command
* Know historically relevant dates
* Establish networked commo; feedback loops
* Build relationships before there is an issue
* In training, push to failure to identify where the limits are; then retrain
* Hold myself to the same standards as subordinates
* “Agility: Quick, creative solutions to complex problems
* Leadership requirements increase as the situation becomes more complex
* Routine actions – Staff; Complex problems – CMD teams
* CMD Climate: focused on learning, fostered by teamwork, enabled by open communication
* Good units enable “Consistent: Standards, Readiness, Discipline, systems”
* When planning, consider the “what,” determine the “so what,” calculate the “which means,” then describe the “therefore”
* Identify and enhance inspirational leadership instead of motivational leadership
* The Army is one year older than our country
* 5 essential characteristics of the Army profession: military expertise, honorable service, trust, espirit de corps, stewardship of the profession
* Look for excellence and reward often
* Ask “what do you think . . .?”
* “Improvement = awareness coupled with action”
* Resiliency is ministered at the unit level during the conduct of daily / TNG activities
* “Soldiers do what you do not what you say”
* The priorities are where the CDR is . . .
* “Fight and win our nations wars” is an inappropriate statement. Combat power wins battles; National power wins wars
* “Don’t talk about C2; talk about responsibilities”
Most of these are not mine, working within the framework of learning from other's experiences. Some are organizational, and span the unit-level to higher HQ; a few may be less useful or relevant at different levels of command.
Maybe someone here might find them useful too.
* Know the difference: unlawful command influence vs lawful command emphasis
* Graph von Schlieffen: “Work relentlessly; accomplish much; remain the background; be more than you seem”
* “transparency is key; send reports to all people
* Take the time to explain bad news and why
* During formal counseling, ask for feedback
* In command, focus on only three things at a time. Develop an execution matrix for time-phased implementation of priorities / tasks
* “where the CDR is, is where the priorities are”
* “Listen, learn, lead”
* What are the things that only I can do; make the list and then do those first. All else, empower subordinates
* Purpose of CDR: Understand Roles, Functions, Organizational design; prepare for the future
* Role of CDR: Resourcing, planning, personnel (talent) management, establish formal systems
* Spend 80% of time on making the organization better; 20% of time reacting to bad things
* Don’t lead by email
* Oral and written commo should be specific and clear
* “Never lose clarity in the search for accuracy”
* Good leaders ask good questions
* Ask big questions; don’t seek small answers
* Relationships are everything
* Empower NCOs to mentor officers
* Ensure folks know to ask for help
* Time is not the limited resource; individual energy is. Supports time management, decision making, sustains PT and personal readiness
* Don’t have meetings before 0900
* Put a positive spin on Army requirements; you’re going to do them anyway
* Integrate family into Army / unit activities
* Avoid institutional changes w/in 6 months of command
* Know historically relevant dates
* Establish networked commo; feedback loops
* Build relationships before there is an issue
* In training, push to failure to identify where the limits are; then retrain
* Hold myself to the same standards as subordinates
* “Agility: Quick, creative solutions to complex problems
* Leadership requirements increase as the situation becomes more complex
* Routine actions – Staff; Complex problems – CMD teams
* CMD Climate: focused on learning, fostered by teamwork, enabled by open communication
* Good units enable “Consistent: Standards, Readiness, Discipline, systems”
* When planning, consider the “what,” determine the “so what,” calculate the “which means,” then describe the “therefore”
* Identify and enhance inspirational leadership instead of motivational leadership
* The Army is one year older than our country
* 5 essential characteristics of the Army profession: military expertise, honorable service, trust, espirit de corps, stewardship of the profession
* Look for excellence and reward often
* Ask “what do you think . . .?”
* “Improvement = awareness coupled with action”
* Resiliency is ministered at the unit level during the conduct of daily / TNG activities
* “Soldiers do what you do not what you say”
* The priorities are where the CDR is . . .
* “Fight and win our nations wars” is an inappropriate statement. Combat power wins battles; National power wins wars
* “Don’t talk about C2; talk about responsibilities”