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Showing posts from May, 2020

Curiosity is the Common Thread of Great Leaders

For the ULDP program, we had our first encounter with a General Officer (GO), and it was fantastic.  There is so much to unpack. Points that he made - The GO introduced himself and was extremely humble and considerate of our time. - The GO contrasted the shift between tactical and strategic leadership - Leaders need to be able to add value to situations.  Berating people does not add value. - When finding resolutions, it is important to hear from all parties involved. - When starting a new position, find small problems to fix quickly and establish trust - Don't laugh at concerns - Technical competency shows your investment into the organization's mission and establishes a baseline of knowledge - With educated professionals, it is better to not be authoritarian or autocratic - Think about legacy — Toxic leaders' legacies are quickly forgotten - Take charge when given the opportunity and take responsibility regardless of how small or short the job might

EQ 2.0

EQ 2.0 is a summary to the original Emotional Intelligence. Some years ago, my dad gave me a copy of the original and I had the opportunity to read through it. EQ 2.0 is a valuable book with practical tips for taking action. EQ combines four different elements: 1. Self-awareness - the ability to understand your own feelings and behaviors. 2. Self-management  - keeping yourself in situations in which you know you'll be able to behave correctly. 3. Social awareness  - Understanding the feelings of others 4. Relationship management  - Building stronger relationships with the important people in your life. I don't expect this to be my final take on this topic.  We'll have a seminar on these topics shortly.  When I took the self-assessment, I scored the weakest on social awareness.  As such, I have tried implementing three countermeasures per the books recommendation: 1. People watching 2. Paying attention to body language 3. Preparing a back-pocket question The first two are

8 Symptoms of a Toxic Command Climate

8 Symptoms of a Toxic Command Climate Taken from the article located at https://taskandpurpose.com/leadership/8-symptoms-of-a-toxic-command-climate, the following symptoms exist in toxic environments.  While we discuss these things in the context of military organizations, such toxicity exists in large established organizations as well. 1. Micromanagement exists often on an epic scale. 2. There’s a lack of respect shown from higher echelons to lower, and the lack of simple professionalism. 3. Zero-defect mentalities and zero-tolerance policies are standard. 4. Leaders tend to have a suffocating adversity to risk. 5. There’s no meaningful purpose behind any order or task given to subordinate elements. 6. There is no attempt to develop subordinates. 7. Superiors take all authority from the noncommissioned officers and platoon-level officers within the command. 8. There is a complete lack of trust of superiors, between peers and between subordinates. Reflection All of these items stem fro

Getting to Yes

Getting to Yes One of the books that we have in our catalog for the leadership program is Getting to Yes by Roger Fisher, William Ury, and Bruce Patton.  It is a treat and really speaks to me.  There's a lot to unpack. Don't Bargain Over Positions This chapter really sets up the ones after it.  Positions that are arrived at separately often are not optimal and do not feature mutual gain. Separate the People from the Problem This chapter focuses on the social aspect of negotiation.  Seeing the other party as a problem-solving teammate is better.  They will usually be relatable, but it's also important to note that they may come from a significantly different background and have things that cannot be related to.  More than anything, the person is not the problem; the problem is the problem. Focus on Interest, Not Positions This chapter builds on the previous one by steering the focus on interests.  In order to reach other solutions, it's important to realize that other pa