Over the 47 blog posts to date, there have been a few key posts that seemed to resonate most with readers. I wanted to end the year by highlighting the five most-read 3×5 Leadership blog posts of 2017 and share some insight into what I think that means. These five posts form only 11% of the total published blog material, but have generated 43% of the total traffic to the site. These posts mean something to readers and I think it is important to discover what that is.
Exactly one year ago, on 12 December 2016, I made 3×5 Leadership public and began sharing the blog online and across social media. Inspired by the military blogging giants of The Military Leader and From the Green Notebook, I have tried my hand at sharing personal reflections and lessons through a blog with no idea if it would resonate with others or if it would materialize into much.
Now with tens of thousands of blog visitors and hundreds of followers via email and social media, all I can say is that I am immensely grateful and humbled by the feedback. Though my experiences are singular, it certainly seems that the lessons from them are not. I never imagined anyone cared to hear what I have to share, but it seems there are a few out there that in fact may. Thank you for your feedback; it is one of the greatest personal pleasures to hear from readers that what I am sharing is helping them in their own lives and organizations. Thank you for your responses; I always want additional input so that readers can learn from each other, not just my singular thoughts. Most importantly, thank you for your time; I know readers must deliberately carve out time in their busy lives to grow their leadership capacities, and time is never abundant. Thank you for choosing to make 3×5 Leadership one of those platforms you choose to learn and grow. Continue reading → One Year of 3×5 Leadership: Reflecting on Reflecting
3×5 Leadership Blog Note: This post’s author, Jason, was my third executive officer (XO) while I was in company command. He is a good friend and a professional I highly respect. In being the third XO during my command, Jason’s priorities were not on establishing new and robust unit systems; all of our management systems were in place for the most part. This provided him a rare opportunity to look beyond an XO’s daily “close fight” and pay attention to much larger-scope initiatives. Combining this opportunity with Jason’s professional maturity, high intellect, and passion for transformational leadership, he created the below list for other Lieutenant peers. I was immensely impressed with Jason’s reflections and feel many junior leaders can learn from them.
By Jason Hu
As I neared the completion of my time as an executive officer and began preparing my replacement to assume responsibility; I wanted to summarize the principles I learned and tried to embody on a daily basis as a junior Army leader. When Josh was my commander, I learned and grew so much, and one of the things he indoctrinated in me was to “always leave the organization better than how you found it”. With that, I decided to write some of the tenets that guided me and publish them to other junior leaders within our company and battalion. Although these tenets are aimed towards junior leaders such as the XO, platoon leaders, and platoon-level NCOs, the extrapolated lessons can be applied to leaders in most echelons. I do not think these reflections are a proven recipe for success, but they do serve as a solid foundation to build upon; they worked for me, and they can be helpful to others too. Continue reading → A Leader’s Mentality: Reflections for Junior Military Leaders
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. Continue reading → Lessons Learned in the Science & Art of (Engineer) Support to Army Maneuver Forces
It’s time to outright admit: leaders in the Army struggle with a crucial and fundamental aspect of our profession: following. More importantly, leaders in the Army generally fail at facilitating good followers to improve their organizations. That’s how we end up with situations like Dr. Wong’s alarming report about the Army “lying to ourselves” and leaders feeling forced to be dishonest in their reporting. This is an important topic that few people are willing to discuss and a lot of leaders fail to leverage. However, this is a necessary conversation that needs to be addressed.
Followership has a strangely negative connotation in the Army, primarily because everything we do is predicated on the notion that “you’re a leader 24/7.” David Berg discusses in his chapter, Resurrecting the Muse: Followership in Organizations (which is part of The Psychodynamics of Leadership), that executives devalue the follower role, despite the fact that nearly everyone who is a leader is ALSO a follower in varying capacities. For example, a company commander leads a unit of roughly 100 Soldiers. He or she is the leader with 100 followers. However, that leader is also a follower falling subordinate to a battalion commander, brigade commander, division commander, the list goes on. The problem we face is that we fail to understand what a good follower should do, and how we can nurture followers in our organizations to strengthen, empower, and provide authority to them. Continue reading → Followership: A Missing Consideration That Is Limiting Your Leadership Ability
This is the conclusion of the Leader Awareness Series, which addresses the need for leaders to be self-aware. Research proves that the more a leader is self-aware, the higher their performance. Bottom line: the more self-aware you are, the better leader you are. This post addresses some additional self-assessments (these ones not necessarily tied to a studied leadership theory) to help educate leaders about their natural leadership styles and preferences in order to become more self-aware. You can start the series with Part I here.
In the previous two posts, I covered eight leadership theories and associated self-assessments. In this post, I continue by presenting four more assessments that are based on more current research, highly applicable to contemporary leadership, and/or are not directly related to the study of leadership but can help explain your leadership style. Continue reading → Leader Awareness Series Part IV: Other Helpful Assessments
This is a continuation of the Leader Awareness Series, which addresses the need for leaders to be self-aware. Research proves that the more a leader is self-aware, the higher their performance. Bottom line: the more self-aware you are, the better leader you are. This post addresses the remaining four (of eight) self-assessments to help educate leaders about their natural leadership styles and preferences in order to become more self-aware. Check out the beginning of this series here, and the first four leadership theories and assessments here.
This is a continuation of the Leader Awareness Series, which addresses the need for leaders to be self-aware. Research proves that the more a leader is self-aware, the higher their performance. Bottom line: the more self-aware you are, the better leader you are. This post addresses four (of eight) self-assessments to help educate leaders about their natural leadership styles and preferences in order to become more self-aware.
As stated in Part I, the academic study of leadership is about a century old. To this point, there are around 15 major leadership theories, each theory having several proprietary models to explain and enact that theory. Below are eight assessments that are based on eight of those theories that best aid in leaders becoming more self-aware.
With each assessment, I outline what it aims to measure and how to interpret scores. I also introduce the theory that the assessment stems from and if that assessment can be used to obtain 360-degree feedback. If I claim the assessment can be used as 360-degree feedback, I recommend readers print out up to five additional copies of that particular assessment and have available superiors, peers, and/or subordinates complete the assessment ON YOU as well. That way, you can compare the results of your self-test to their responses. I know mention of 360-degree feedback may trigger anxiety from Army readers due to the MSAF-360 tool. 360-degree tools mentioned throughout this series are considerably shorter. Most important to stress though, is the value of receiving this type of feedback. I encourage readers interested in this series to be willing to commit to receiving external feedback as part of it in order to achieve the most value possible. Continue reading → Leader Awareness Series Part II: Leader Assessment Instruments
Perception is reality. That is a phrase we all have all heard, and are familiar with. What is less emphasized in the implications of this phrase is the assumption that someone else’s perception (of you likely) is different than your own self-perception. Why is that important? Imagine that you list out what you determine to be your top leadership competencies (strengths) that you bring to your organization, as well as your biggest weaknesses. Then your peers, superiors, and subordinates all list out what they imagine your strengths and weaknesses to be as well (such as in 360-degree feedback). What if your list does not at all match with, or is even similar to, anyone else’s assessments of you? Can you imagine how this may be limiting your leadership impact on your organization? Maybe you’re not as strong of a leader as you thought you were.
The congruence of your self-rating and others’ rating of you is what is known as self-awareness. The more self-aware you are, the higher your performance is as a leader. Numerous organizational psychology research studies have proven this fact. Essentially, self-awareness is accurately knowing your own inner state (identity and personality) and accurately recognizing your impact on others. Continue reading → Leader Awareness Series Part I: An Introduction to Self-Awareness
The military profession is demanding. With deployments, continuous field exercises, readiness exercises, and last minute emergencies, the military tends to occupy a gross amount of any Soldier’s time. It’s easy to let hobbies, and more importantly, our families, take a back seat to these demands. Eventually though, the military will replace weary Soldiers with younger, more energized versions. When that happens, the fatigued must acquiesce the investment they have or have not made in their families over the years.
We should strive to not let the Army (or a particular profession) define us and potentially undermine the value of our families. In short, we must remember to prioritize family throughout our winding careers.
I don’t have sage wisdom from decades of marriage. I don’t even have kids yet. However, while pursuing my wife and preparing for a future with her, I want to ensure I do this right and do right by her. Similar to the initiative required for my own leader development, I aim to be deliberate in preparing to be a good husband and eventual father. So far, I’ve learned several important lessons from examples like our parents, close friends, and mentors at church. I also learn from research such as from Andy Stanley’s leadership podcast and phenomenal books like Sacred Marriage, by Gary L. Thomas (links to both below). My lessons learned so far are not revolutionary; they are simple concepts. The challenge is committing to them, and to one’s family, every day, no matter the circumstances. Below are my humble takeaways regarding family, thus far, while serving in the military profession. Continue reading → Family Matters: A Call for Leadership Within Our Families