Leading Via Social Justice

By Chaveso Cook

Both individuals and organizations around the nation – and the world – are stepping into conversations and actions regarding race, social justice, systematic oppression, and equity. Whereas this is undoubtedly a good thing, the inevitably uncomfortable conversations ensuing came from even more disconcerting events. The recent violence that has gripped the nation is not new and it is not a series of isolated events. Many have come to realize that instead of solely being not racist, we must do as author Ibram X. Kendi suggests and become actively anti-racist. Beyond that, we surely must condemn and actively fight against racism, injustice, inequality, intolerance, prejudice, entitlement, and abuse of power as well. But beyond consuming articles and documentaries or reading books like “White Fragility” or “The New Jim Crow,” how does one do so?

In moments like this we must offer a counter question – “Are you a leader?” Leaders have a responsibility to improve the lives of those around them and make their organizations better. Connecting with, including, and developing people who may not look like you will push diversity into places of opportunity and higher levels of leadership, fostering the momentum for much needed, equitable, systematic change. Continue reading → Leading Via Social Justice

Thoughts on Leader Self-Development: Do Better

Thoughts on Leader Self-Development-Do Better_3x5 Leadership

I did not take ownership of my professional development and deliberately commit toward self-development until almost four years into my military career. But even when I did start with habits like developmental reading, choices such as my book selection and approach were not intentional; my efforts were scattered and random. And it was still years after starting until I discovered personal book favorites that had major impacts on my life and leadership. I have spent years since then repeatedly saying, “I wish I read (or knew about) this years ago before I was a platoon leader or company commander.”

I share this to disclose something I have come to eventually realize: that our self-development efforts can be frustrating sometimes. My efforts over the years are littered with feelings of personal regret and disappointment for not knowing or doing the things I learn through self-development earlier. After I gain new knowledge or ideas on how to lead better through my self-development habits, I quickly default to thinking, “I wish I knew this years ago!” and “this would have made me a better platoon leader or commander.”

But I recently found this quote by Maya Angelou – an American poet, singer, and civil rights activist – and it immediately adjusted my perspective and personal worries on my self-development: Continue reading → Thoughts on Leader Self-Development: Do Better

The Feedback Primer Part 3: On Leaders Creating Their Own Feedback Loops

The Feedback Primer Series_3x5 Leadership_Primary Graphic

Brené Brown, one of my favorite authors, uses Teddy Roosevelt’s 1910 speech as the foundation for the title and structure of her book, Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. She asserts that this quote perfectly encapsulates her research into why we find being vulnerable such a hard thing to do.

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly.”

So, what does this have to do with feedback? Well, I think everything. Continue reading → The Feedback Primer Part 3: On Leaders Creating Their Own Feedback Loops

Feedback: An Acquired Taste

Feedback is an Acquired Taste_3x5 Leadership

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

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

Leadership Humility_3x5 Leadership

“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 21st 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

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

Emotional Intelligence_3x5 Leadership

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

Keeping Our Leadership Tank Full

Keeping Our Leadership Tank Full_3x5 Leadership

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

The Best Of: A Three-Year Anniversary Celebration

3 Year Post_3x5 Leadership

Well, 3×5 Leadership is three years old today. I’m both thrilled and humbled by this landmark. I’m thrilled in seeing what this crazy experiment has accomplished both in my personal leadership growth and in helping others make people and organizations better. I’m humbled by the amazing community of support. I offer a deep, heart-felt thank you to fellow leaders, friends, and followers. You make our leader development community and me better.

To celebrate, I want to highlight the top three things across five different topics from this past year. (3 things x 5 topics…see what I did there?). I hope these resources can inspire you and improve your developmental journey as we head into 2020.

Thank you and as always, lead well, friends. Continue reading → The Best Of: A Three-Year Anniversary Celebration

2019 Holiday Shopping Guide for Leaders

Xmas Post Pic

While I’m no Oprah with an internationally famous “Favorite Things” list or Ellen with the 12 days of Giveaways madness, I do recognize the challenges of holiday gift giving — and professional and military leaders are no exception. To help inspire some thinking on gifts for those challenging professionals on your list, below are some of my favorite items from 2019 and ones I’m excited about in 2020.

Most of these items don’t fit the typical “military tactical leader” list of field gear or gadgets. Instead, they more reflect my current operational environment in a “broadening assignment” with less field time and more professional business workplace environment. Yet, I believe many can benefit from these items no matter their field of work or environment. Continue reading → 2019 Holiday Shopping Guide for Leaders

Shared Leadership Series: Targeting Three Essential Team Culture Artifacts to Form an Effective Team

Shared Leadership Series_3x5 Leadership

Established in part 1 of this Shared Leadership Series, effective 21st century leadership requires a “shared leadership” approach, where leaders leverage and operate within teams (and teams of teams) to accomplish a mission and associated tasks. The increased complexities of demands placed on leaders and our operating environments today make it infeasible to lead teams and organizations as a singular leader at the top.

In order to build successful “shared leadership” attitudes and competencies across our teams, leaders must target and build three critical tangible aspects (known as artifacts) of our teams’ cultures: building trust through psychological safety, establishing a high learning-orientation, and achieving clarity in team decision-making and “organizational justice.” These alone do not create a complete model for team development, but these three attitudes and competencies are essential foundations to make the team perform successfully, ensure member satisfaction within the team, and to better enable enduring team viability. Continue reading → Shared Leadership Series: Targeting Three Essential Team Culture Artifacts to Form an Effective Team