3x5 Leadership

March 22, 2020March 23, 2020

Three Quick Points to Mentor Your New, Emerging Leaders

By Joshua Trimble

Bringing new members into formal leadership roles on your team is always exciting, but also comes with leader challenges for you. Let’s consider a few situations: It’s time to sit down with your new team leader and counsel them on what you expect of them now that they are in a leadership position. Or think about newly appointed junior officers who may have read several leadership books; what information can you give them in a counseling session that they can easily remember or is relevant? Or, maybe you just hired a new leader to the team and you want to give them a “quick reference guide” on how you expect leaders act on your team.

There is a plethora of literature available about leadership and characteristics of good leaders. But, when you are working on improving your own leadership skills, have you ever thought about how you might mentor young, emerging leaders within your team? People will reference things that are easy to remember and if you can explain something in three quick and easy points, your chances of making a lasting and effective impression increase. The US Army tried this very approach with Be-Know-Do, but you may want to provide your new leaders with more than a bumper sticker.

The culture of your team must resonate with your first level of leaders, and you want to provide them a foundation for success for them, their team, and the organization at large. What three priority leadership characteristics should you offer in that initial counseling that will set them up for success as an emerging leader and give them a path toward becoming their own great leader? Continue reading → Three Quick Points to Mentor Your New, Emerging Leaders

March 16, 2020

Feedback: An Acquired Taste

By Bethany Nunnery, USMA Cadet

Our expressions of ‘an acquired taste’ are usually associated with complex food and drinks. However, diving deeper into the definition of an acquired taste, we find that it can incorporate many other things. A simple online definition search reports that an acquired taste is an appreciation for something unlikely to be enjoyed by a person who has not had substantial exposure to it. Feedback, I would argue, is an example of an acquired taste. Feedback is often unappreciated by many, especially when it is constructive, but with increased exposure to high quality feedback we can eventually begin to enjoy the value feedback brings. In this post, we explore why constructive feedback is so difficult, why it’s important, and how we increase our genuine appreciation for it. Continue reading → Feedback: An Acquired Taste

March 1, 2020February 29, 2020

Words Matter – The Importance of Our Language as Leaders

If I were to define my “leadership philosophy,” or maybe the top three ways I prefer to lead, I’d articulate it as: leading with love; generating high engagement across the team; and creating clarity for everyone on who we are, what we do, and why we do it. It’s easy to see how important effective communication and use of clear language are when trying to live out that philosophy each day.

Moreover, a mentor of mine taught me years ago: “use precise words precisely.”

While my amateur writing my not live up to those standards, I’m sure all can see that the bottom line is: our language is a critical component to our effectiveness as leaders and developers of other leaders. Even the details of how we structure a question, statement, or word choice can have meaningful impacts. Continue reading → Words Matter – The Importance of Our Language as Leaders

February 24, 2020

They Must Become Greater, I Must Become Less: On Leadership & Humility

“Humility is not thinking less of yourself, but thinking of yourself less.”

─── C. S. Lewis

Whenever the topic of leadership and humility comes up, this is the quote I immediately turn to. And while this idea can certainly stir some inspiring emotion in us when we talk about it, it is also easy to do just that…merely talk about it. Our lives are undoubtedly checkered with plenty of experiences involving selfish, self-centered, and arrogant leaders.

To be transformational, to be leaders of character, and to develop other leaders, we must be humble leaders. This does not mean being weak or timid. It’s exactly like C. S. Lewis states above – how can I think less about myself as the formal leader and more about my people in every situation I can. This type of thinking and style is proving more necessary in 21^st century leadership. We need to lead through teams of teams, where we likely don’t have all the information and we are likely not the most skilled person in the group in many different ways. We must create engaged teams where we can solicit diversity of thought and ideas up, down, and across the team.

This is best enabled by humble leaders. Continue reading → They Must Become Greater, I Must Become Less: On Leadership & Humility

February 16, 2020

The Emotional Side of Leadership: Why You Need to Care About Emotional Intelligence & What to do About It

Recently, I listened to a seasoned Command Sergeant Major, who was new to his senior enlisted leader billet, lecture a room of Non-Commissioned Officers (NCOs; predominantly Sergeant First Classes with 11-17 years in the Army) on his leadership philosophy. His #1 point: emotional intelligence is paramount. While I could not agree more, I could tell the impact of his words were a bit lost on the audience because many NCOs in the room did not know what he meant by “emotional intelligence.” I think numerous formal and informal leaders can relate; this is a complex and often confusing concept. It’s important we clarify emotional intelligence for leaders. It drastically amplifies our leadership impact on our people.

What is “Emotional Intelligence” and Why Do I Need to Care About It?

Emotional intelligence (also referred to EQ – emotional quotient) has two sides to consider. First, it is our capacity to be aware of, control, and express our own emotions appropriately. Second, it our ability to handle relationships with others well; this involves those “squishy” topics like empathy.

Simply, EQ is what enables us to best leverage or control our emotions in our thinking, decision-making, and how we interact with others as leaders. We can probably look at our past experiences as leaders and recall a particular moment when we should have better regulated our emotions and, conversely, times when injecting a bit of our emotion into a situation positively contributed to the outcome or impact. Continue reading → The Emotional Side of Leadership: Why You Need to Care About Emotional Intelligence & What to do About It

February 10, 2020February 3, 2020

Engaging Generation Z: A Military Perspective

By Patrick Hinton

Know Your Audience

Retaining soldiers is a perennial problem for military forces the world over. It is a central topic in the British Army in the face of a difficult recruitment environment. Much stock is given to the fluid nature of employment in the modern world, with a focus on younger generations. This has necessitated a discourse on how best to retain troops who look for more than a steady wage and job security. My interest in the topic was spiked by a 2018 War on the Rocks article by KC Reid which is worth a read if you have a spare ten minutes. Reid makes the point that approaches to leadership must take into account the different age demographics which make up the military.

Much has been made of the different approach to work and life of millennials, and more importantly, Generation Z, which organisations are having to coming to terms with. Broadly, Gen Z encapsulates those under 25 years of age which captures the vast number of junior soldiers and officers serving today. The more fluid conception of career and authority identified in younger people is particularly important for the military, which is necessarily hierarchical. Moreover, it has a career management structure generally based on a 15-20 year term, rather than the 3-5 year periods favoured by a younger demographic. As such, all organisations including the military must work hard to provide engaging employment. This demographic sees no problem is leaving an organisation which is not meeting their expectations. Continue reading → Engaging Generation Z: A Military Perspective

February 3, 2020

Keeping Our Leadership Tank Full

I think many of us spend a lot of personal time thinking on, learning more about, and talking with others about leadership. As a personal example, in a year, I may read several dozen or so books, listen to numerous podcasts, and consume hundreds of different articles aimed at informing how I can lead, influence, and develop other people better.

But, why? What does all this give me? Well, the first thing that comes to my mind is a long list of behaviors and attitudes that I need to start, improve, refine, and stop doing. Realizing this can be very overwhelming and humbling though; identifying all of the things I need to fix to lead and develop others better is hard. But I think there is a less tangible, but more important, benefit to this continued personal commitment to self-development: it keeps my leadership tank full. Continue reading → Keeping Our Leadership Tank Full

January 20, 2020January 18, 2020

Four Ways Leaders Can Connect with Their Employees

By John Packham

Finding new and creative ways to connect with your employees can be difficult. It feels like everything has been done and tried already. But there’s a lot to be said about doing things in fresh and relevant ways. Figuring out how your employees want to be connected with and be engaged, for example, is an important part of effective leader communication. However, it is often overlooked with knowing confidence by many.

We naturally make a lot of assumptions about the people in our charge. It’s time to start getting at the heart of the matter of work by connecting with employees in a new way: the way they prefer. Instead of using tried and true methods of engagement to get people riled up and motivated, simply ask them, “What motivates you to be engaged?” and then work with that. Continue reading → Four Ways Leaders Can Connect with Their Employees

January 12, 2020

We Need to Talk About Our Peoples’ Engagement at Work

Would you confidently state that your people are highly and consistently engaged at work? I think many of us would naturally respond with yes, myself included, but we unfortunately see too many data points that prove otherwise.

Within my military experience, I’ve found that the #1 identifier on how engaged Soldiers are with their work and training at any given time is counting the number of cell phones currently out distracting them from training, work, and the unit’s mission. This is a universal problem though; we can walk into any large business within any industry and see similar disengagement challenges. During my recent holiday travels, I was fascinated to see the extent of employee disengagement that permeated across multiple airports.

The bottom line is that many of our people are not actively engaged in their work or committed to our team or organization. In Gallup’s 2017 State of the Global Workplace report, only 15% of employees worldwide are engage in their jobs.

That’s a problem. And it’s a leadership challenge. Continue reading → We Need to Talk About Our Peoples’ Engagement at Work

December 30, 2019December 30, 2019

An Organization that Reflects Together, Learns Together

To succeed in today’s complex, technology-saturated operating environments, organizations must become agile and adaptive. To remain so, organizations need to commit to being learning ones.

Just as reflection is an essential part of our individual leader development, learning organizations require a formal approach to “organizational reflection” to continue to learn, adapt, and succeed. I consider organizational reflection as a process that calls select groups of members to spend critical time away from their routine work to think on and capture important insights on organizational issues at many different levels in order to interpret experiences and organizational structures, clarify lessons learned, and think on the essential ways such lessons must be applied in the future.

Moreover, just as personal reflection requires us to deliberately allocate time and focused attention to thinking, so too must organizational reflection. Leaders must ensure time and space is dedicated to this collective level of learning to help make sense of our organization’s experiences and decisions, clarify what we’ve learned, and determine how and why we must apply this in the future toward improved effectiveness. Continue reading → An Organization that Reflects Together, Learns Together