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Defining Your Leadership Philosophy_3x5 Leadership

Defining Our Leadership Philosophy

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In recently starting a new academic year at West Point, NY, I engaged in the important process of initial counseling with my Cadet staff. Over those 25 conversations in getting to know the Cadets better, setting duty expectations between us, and clarifying their developmental goals, I was surprised by a common thread among a majority of them – many wanted to figure out their leadership philosophy. I asked the Cadets their perceptions on a leadership philosophy and what exactly they are looking to create. I quickly found that the comments centered on wanting to first learn what a leadership philosophy is; “I know it’s important and I want to find out how to make my own.”

This is common in the Army and I’m sure other professions experience something similar. For the Army, when young officers prepare to assume command of a company, the process of creating their leadership philosophy is often identified as a mandatory step before formally assuming that role. I think others can relate to having a new brigade commander or some similar role assume command to then immediately publish their leadership philosophy memorandum to all subordinate leaders.

What I’ve found over the years is that everyone, at least within the Army, finds this concept of a leadership philosophy as super important, but are not overly clear on what it actually is, what it should look like, or how we publish or implement it.

So, to help provide some clarity, I offer a model for a leadership philosophy. It’s offered as a model (not the model) as a means to help us better conceptualize and implement this “big shiny object” of leadership that we place a lot of emphasis on, but may not quite know what exactly to do with. I hope we are able to find some ways to best adapt and apply something within this piece to improve our leader effectiveness.More

Reimagining Your Organizational Improvement Program_3x5 Leadership

Reimagining Your Organizational “Improvement” Program

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By Andrew Bordelon

“Embrace the inspectors!” may sound like part of a naïve motivational speech from a commander preparing his/her unit for an upcoming inspection from higher headquarters staff. However, CAPT (R) L. David Marquet and the Sailors of the USS SANTA FE submarine welcomed inspections during his command with remarkable results, as elaborated in his book Turn the Ship Around!. This kind of embracement is not common among US military units. Eyes roll and breaths sigh as leaders discuss command inspection visits. Command inspections tend to surface deficiencies and fill up red boxes on extensive PowerPoint brief slides to a commander’s supervisor. Some commanders are determined to never fail an inspection and keep their units “green” during status updates. Either mindset is focused on remaining in compliance with Army regulations. Hence, the Organizational Inspection Program (OIP) could easily be renamed the Organizational Compliance Program by those units with the wrong attitude toward inspectors. But the inspection implementation offers an opportunity for remarkable results and growth at any level. Leaders can instead consider the OIP a unit’s Organizational Improvement Program and seek ways to instill continuous improvement within a unit – a mechanism to be an enduringly learning organization.More

Goals In Lieu of Vision_3x5 Leadership

Goals In Lieu of Vision: A Practical Exercise in Developing a Purposeful Organization

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By Zach Mierva

Recently I was fortunate enough to guide nine cadet companies in developing goals for their organization at the United States Military Academy (USMA), where I currently work. After observing two semesters of failed attempts at mission and vision inculcation, I opted to change the script on how cadets create priorities for their organization to lead deliberately purposeful organizations rather than a group of people who happen to live and work near each other. Working alongside the incoming cadet commanders and first sergeants, flanked with a seasoned TAC NCO (Tactical Non-Commissioned Officer acting as a company First Sergeant) and former USMA cadet leadership, I watched as these future leaders transformed their lofty concepts into tangible steps to improve their formations by leveraging the art and science of creating purpose, direction, and motivation. I found the exercise incredibly impactful as a tool that I believe should be in a leader’s kit bag for future use within any level of an organization and in any industry.More

When Our Leadership Isn't Enough_3x5 Leadership

When Our Leadership Isn’t Good Enough

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By: Chad Plenge

I hope every leader out there wants to do their best and wants to help those around them become better. Developing others is so deeply ingrained in the role of a leader that it can easily become part of the leader’s identity. As any experienced leader can tell you, though, subordinates get a “vote” in the process, potentially making any sort of development impossible. Leaders may not always be able to impact everyone and the resources necessary (time, etc) to make the required impact may not be realistic or feasible. The old adage goes, “90% of your time is spent on 10% of your people.” If this is true, it can leave many around you under-developed. However, this article is not about your time allocation or even about the other 90%; it is about those 10%…the ones that presented you with a challenge and the ones that were failing. What happens if part of the problem is you? More

Aide-de-Camp Rules_3x5 Leadership

A Junior Officer’s Perspective on Surviving as an Aide-de-Camp: 6 Rules for Success

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By CPT Desmond Clay (LG), CPT Paul Guzman (AR), and CPT Kyle Hensley (LG)

Serving as an aide-de-camp to a General Officer is a humbling and unique experience. This is one of the relatively rare jobs where a junior officer has an opportunity to gain insight on how the “Big Army” runs. Although it has been a few years since we served as aide-de-camps (AdC), there are a few enduring lessons we would like to share. Rarely is the transition period long enough to capture or discuss every possible contingency. Although there is a formal course for an enlisted aide, there is not a course for an AdC. Luckily, there is a General Officer Aide Handbook to help you navigate through this small community with some really helpful tips (1). We think there are six rules for success.More

Trip of the Secretary of Defense

Discipline Through Accountability and Enforcing Standards

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Most of what I write, and what others write on similar platforms, focuses on the encouraging and inspirational side of leadership such as motivation, building trust, and developing the next generation of leaders. It’s fun to write and read about these topics because they make us, our people, and our organizations better. They’re also easy to write about. What’s challenging to write about and get people discussing are the less-stimulating sides to leadership such as holding others accountable and enforcing standards. I can already feel the dread overcome me as I write those words…

Critical characteristics for any field to be considered a true profession include high individual and collective responsibility and mutual accountability. In the military, this includes standards like professional appearance and wear of uniforms, physical fitness requirements, maintaining positive control of all assigned Soldiers and equipment, and routine certification in your assigned tasks by your higher headquarters. So, how do we do that well, where we can hold each other accountable while inspiring them to want to inherently be and do better? I believe we can all recall times where someone, such as a boss, unnecessarily tore us down for not maintaining a certain standard; maybe they even targeted us personally, rather than just our undesired behavior. I challenge the assumption held by many that holding others accountable to the standards requires strict and harsh reactions. How can we enact mutual accountability while continuing to build a stronger, more effective, and cohesive team? In his book (which I highly recommend), The Culture Code, Dan Coyle asserts that, “one misconception about highly successful [team] cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be.”More

Marshall_3x5 Leadership_Engery & Optimism

Do All Things with Energy and Optimism

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By Tom Correll

George C. Marshall is well known in leadership and military history circles for his service as Secretary of State, Secretary of Defense, and as one of the key architects of the Allied war effort in World War II. While his reputation is largely dominated by his later accomplishments, early actions were no less notable. Following duties in the Philippines, Marshall was assigned to the Allied Expeditionary Force in France during World War I, where he served with distinction in the 1st Infantry Division.

In the fall of 1920 Major Marshall, wrote to Brigadier General (Retired) John Mallory to document a previous conversation on “the advice I would give a young officer going to war, based on my observation of what had constituted the success of the outstanding figures in the American Expeditionary Forces.” (1-176 letter) Mallory was a competent professional of his own right, receiving two Silver Stars in the Philippines, and still found Marshall’s points compelling.

Marshall highlighted four main qualities: optimism, energy, loyalty, and determination. One hundred years later, this letter still resonates today.More

Training Graphic

How to Better Understand Army Training

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“A small unit leader should be doing one of two things: leading Soldiers and small units during battle, or preparing Soldiers and small units to fight the battle.” —COL (Ret.) Dandridge Malone, from his book, Small Unit Leadership: A Common Sense Approach.

 “All unit leaders are responsible for quality training. Primary roles involve training subordinate leaders and developing teams” (para 1-21) –U.S. Army’s FM 7-0.

Training can take many forms, from SHARP and resiliency training, to equipment maintenance and accountability, to a unit field training exercise (FTX). No matter the form, military training is conducted to achieve one end: to win in a complex world (FM 7-0, para 1-1).More

TDE

Tactical Decision Exercises 2.0: Additional Resources

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Back in February, I published a “Leader Development” mini-series oriented around military small unit leader development programs. The final part of that series addressed a development tool called Tactical Decision Exercises (TDEs). Though not a new concept in the military at all, revitalizing this tool brought a unique, low cost and resource, and effective leader development method to my company and Soldiers. Since sharing that post, it is evident that this tool has resonated with many readers. You can check out that blog post HERE.More

Engineer Support Pic

Lessons Learned in the Science & Art of (Engineer) Support to Army Maneuver Forces

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This post is not only for engineers; it is about fulfilling your organizational role to support the “main effort” when you are not that main effort or are in a defined supporting position. It is about providing the best customer service through the capabilities you deliver. I apply the below concepts through the lens of being an Army combat engineer, which has been my professional experience. However, these concepts can relate to ANY position, both in and out of the military. Consider how these ideas can apply to your branch or current position. For Army maneuver readers (Infantry & Armor), this post can serve as a guide in what you should expect from a supporting enabler; demand these from those that support you…but also, help bring them onto the team and have them feel like a valued member in your organization.

Engineers exist for one reason at the Army tactical level: to support maneuver forces. Every capability we provide is to enable a maneuver unit to get to the objective and accomplish its mission. As Army engineers, we are required to be a “Swiss Army Knife” of capabilities, by enabling mobility, countermobility, and survivability; providing necessary general engineering support; and being able to lead our formations to fight as Infantry if required.More

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