30 Blazing Flashes of the Obvious - 2nd Edition - Next 5

6. Don't Neglect the Intangibles
Too many leaders focus all of their attention on what they can measure-sales numbers, quarterly reports, cash flow, stock price, etc. These leaders often neglect such vital intangibles as morale and esprit de corps.
7. Practice Forgiveness
Be willing to forgive those who make honest mistakes. Also, be sure to forgive yourself after you acknowledge the fact that you have made an error. Self-flagellation is not a good quality for a leader.
8. Scan the Environment Widely
Too many bosses are unwilling to look outside their own organization for fresh ideas. For instance, I have learned in the 15 years since I retired from the military that there is much that corporations can learn from the military and vice versa.
9. Don't Spend Too Much Time with the Malcontents
It only encourages them. Spend most of your time with those who are seriously contributing to the accomplishment of the mission.
10. Pick a Positive and a Negative Role Model
My positive role models have been GEN George Marshall and LtCol Jimmie Dyess, USMCR. Whenever I face a big decision, I ask myself what would Marshall and Dyess have done in the same situation. Conversely, I use Robert Strange McNamara as my negative role model. A man who was arrogant, incompetent as a military strategist, and fundamentally unethical, McNamara has helped me decide what not to do at many decision points in my life.

Shared with me by Major General Perry Smith, an American patriot.

30 Blazing Flashes of the Obvious - 2nd Edition - 5 at a time

1. Move Your Organization Up the 'Wisdom Pyramid'
If you can assist your organization in moving from a focus on data and information to a concentration on knowledge, understanding and wisdom, then better decisions for both the short term and the long term will be reached.
2. Don't Postpone Joy
If there is something to celebrate, do it now. Don't wait until next week, next month, or next year to publicly congratulate those who have just accomplished something extraordinary.
3. Use Your Wit to Amuse, Not Abuse
Laughing at others is hurtful. On the other hand, laughing at yourself is healing for you and for others. Humor used well is wonderful for you and those around you. He who laughs, lasts.
4. Polish Your Negotiation Skills
People often ask me, "What is Colin Powell's greatest talent?" I explain how he brings together people often who are very angry with each other. By using humor and the spirit of cooperation and compromise, he finds workable solutions that everyone can support.
5. Beware of Clever, Manipulative Subordinates
This was the major leadership failure at CNN during the nerve gas debacle in 1998. The chief executive officer not only got snookered by some clever subordinates, but it also took him much too long to hold a few top people accountable for their unethical behavior in the production of CNN's "Valley of Death" special.

More from Major General Perry M. Smith, an American patriot

Requirement for exemplary conduct

All commanding officers and others in authority in the Naval Service are required:

- to show themselves a good example of Virtue, Honor, Patriotism and Subordination;

- to be vigilant in inspecting the conduct of all persons who are placed under their Command;

- to guard against and suppress all dissolute and immoral practices, and to correct, according to the laws and regulations of the Navy all persons who are guilty of them; and

- to make all necessary and proper measures under the laws, regulations and customs of the Naval Services, to promote and safeguard the morale, the physical well-being and the general welfare of the officers and enlisted persons under their command or charge.

10 U.S. Code 5947

Nothing more important

“There’s nothing more important … to what we do than leadership. It covers the full spectrum of our people. It covers the full spectrum of our missions. It covers what we’re doing now and how we look to the future."

Admiral Michael Mullen, Chairman of the Joint Chiefs of Staff

30 Blazing Flashes of the Obvious - Last 5

26. Beware of Intimidation
Be very careful here. Some bosses allow themselves to be intimidated by outsiders, by their bosses, and even by their subordinates. An intimidated boss can never be a great leader. You have to have an independent mind to make the right choices.
27. Avoid the Activity Trap
Don't confuse being busy with being productive. Without discipline, managers can become slaves to their meetings, travel schedules, in-boxes, and telephones. They get so wrapped up in the minutiae that they can become "in-box managers" rather than visionary leaders.
28. Build a Robust Braintrust
One of the great secrets of success is to have a braintrust of experts on various issues. I have learned that a braintrust of around 300 real smart and quick thinking friends can be very helpful whenever I need help. I have their office and home phone numbers and their e-mail addresses so I can get hold of them quickly. The braintrust is reciprocal in that we help each other.
29. Beware of the Paul Principle
Too many leaders allow themselves to slowly slide downhill in competence. When they lose touch with the issues, the new technologies, and the people, they have fallen victim to what I call the Paul Principle. The future is coming fast. Leaders need to think about the future and prepare their people for it. To keep a close eye on the future, join the World Future Society and read two magazines regularly - Business Week and The Futurist.
30. Get Ready for the Future
Soon leaders will have exciting new technologies to help them be more efficient and effective leaders. The automatic dictating machine will allow leaders to quickly answer their daily mail or write their memos or weekly column. Teleconferencing will reduce the need for travel and speed up consensus-building and decision-making. Electronic brainstorming will accelerate the velocity of innovation. Electronic mail will reduce time wasted with "telephone tag." All leaders must work hard to build the future, for that is where they and their people will spend the rest of their lives.

Shared with me by Major General Perry M. Smith, an American patriot

30 Blazing Flashes of the Obvious - Next 5

21. Develop Solid Leadership Skills
The best leaders in business, the nonprofit sector, and government are superb at time management and are competent in speed reading, personal computers, dictation skills, and the use of manual and electronic brainstorming techniques.
22. Help Your People Understand You
When you take over a new organization, get your key people together and tell them what your top priorities and your pet peeves are. It is especially important for them to learn very early what really bugs you. They will appreciate your candor.
23. Smoke Out Those of Low Integrity
Leaders must sniff the air constantly to ensure high standards of ethics are maintained. In almost all large organizations, someone is walking out the back door with something. Expense accounts, personnel records, training reports, and contracts need regular scrutiny.
24. Concentrate on Performance, Not Just Results
How you get results is important. Leaders who don't concern themselves about the process and the performance that leads to the results are making a big mistake. Always ask yourself what it took to gain those great results.
25. Maintain a Sense of Outrage
There are many super-cool managers who worry too much about keeping their bosses happy. As a result, they never allow themselves to be outraged when the system is doing serious damage to those who work for them. The best leaders get mad occasionally and, using controlled outrage, can often make right wrongs that are levied upon their people.

Shared with me by Major General Perry M. Smith, an American patriot

30 Blazing Flashes of the Obvious - Next 5

16. Thank the Invisible People
There are lots of fine people doing great work who seldom get thanks because they are "invisible." They work so quietly and so competently that they often are not noticed by the leader.
17. Don't Send Out "I Don't Trust You" Messages
People who say "I never want to be surprised" or "Check with me before you start anything," or "I'm off on a trip; I will call in every morning for an update" are sending out very strong "I don't trust you" messages to their subordinates. People who know they are not trusted will never contribute at their full potential.
18. Serve, Don't Humor the Boss
Too many leaders see their big tasks as keeping their bosses happy, getting to the bottom of the in-box, or staying out of trouble. That is not what leadership is all about. Leadership is serving the mission and serving your people.
19. Criticize Up, Praise Down
Leaders must deflect at least some of the bad guidance they get from above. Is it being loyal to your boss and to the institution you serve to tell the bosses when they are wearing no clothes?
20. Be Physically Fit
Everyone has a "health age." If you exercise regularly and watch your diet, you can make yourself four or five years younger than your chronological age.

Shared with me by Major General Perry M. Smith, an American patriot

30 Blazing Flashes of the Obvious - Next 5

11. Avoid the Cowardice of Silence
During meetings, so-called leaders often sit on their hands when it is time to raise a hand and speak up. Leadership requires courage - courage to make waves, courage to take on our bosses when they are wrong, and the courage of conviction. Every Robert E. Lee needs a James Longstreet to tell him exactly the way it is.
12. Fight Against Paranoia
Welcome criticism, help people understand that it is OK to have "love quarrels" with the organization. Loyalty and criticism are mutually supporting while slavish loyalty is deadly. Avoid the defensive crouch. Never attribute to malice that which is adequately explained by stupidity.
13. Be Goal Oriented
Leaders, even at a lower level, must try to set some long-term goals for their people and for their organization. People want to know where they are going and in what order of priority.
14. Follow the Platinum Rule
The golden rule is marvelous. But in leadership situations, the platinum rule may be even better: "Treat others the way they would like to be treated."
15. Don't Waste People's Time
The best question a leader can ask a subordinate during a counseling session is, "How am I wasting your time?" Not everyone will tell you, but cherish the ones that do, for they will help you grow and prosper as a leader.

Shared with me by Major General Perry M. Smith, an American patriot

30 Blazing Flashes of the Obvious - Next 5

6. Learn By Failure
In my professional career, I have learned much more from my failures than from my successes. As a result, I have become tolerant of the honest failure of others. When a major setback comes along, try to treat it as a marvelous learning experience, for most certainly it will be just that.
7. Protect Innovators
For three years I had Medal of Honor recipient from Vietnam, Army Col. Jack Jacobs, working for me. He is by far the most innovative person I have ever known. Well over 50 percent of his ideas were awful, but buried among these bad ideas was an occasional pearl of great wisdom. I learned that I had to protect Jack and my organization from his bad ideas while encouraging him to present all his ideas, so we could use his great ones.
8. Beware of Certainty
Leaders should be a bit skeptical of anyone who is totally certain about his or her position. All leaders should have a decent doubt especially when dealing with "true believers" who are always sure they are right.
9. Be Decisive
Top leaders usually must make prudent decisions when they only have about 60 percent of the information they need. Leaders who demand nearly all the information are usually months or years late making decisions.
10. Don't Become Indispensable
Organizations need indispensable institutions not indispensable people. Leaders should not allow themselves to become indispensable, nor should they let any of their subordinates do so.

Shared with me by Major General Perry M. Smith, an American patriot

30 Blazing Flashes Of The Obvious - First 5

1. Know Yourself - MOST IMPORTANT
All leaders should realize they are, in fact, five or more people. They are who they are, and who they think they are, (and these are never the same); they are who their bosses think they are; and who their subordinates think they are. Leaders who work hard to get feedback from many sources are more likely to understand and control their various selves, and hence be better leaders.
2. Develop Mental Toughness
Leaders must be brutally honest with themselves or they will slip into the terrible habit of self-deception. Even the best leaders make mistakes. By smoking out these mistakes and correcting them quickly, a good leader can become a superb one.
3. Be Magnanimous
Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back.
4. Squint With Your Ears
The most important skill for leaders is listening. Introverts have a great edge, since they tend to listen quietly and usually don't suffer from being an "interruptaholic." Leaders should "squint with their ears." Too many bosses are thinking about what they will say next, rather than hearing what is being said now.
5. Trust Your Instinct and Your Impulse
If something smells bad, sounds funny, or causes you to lose sleep at night, take another look. Your instincts combined with your experience can prevent you and your organization from walking off the cliff.

Shared with me by Major General Perry Smith, an American patriot.

Navy Life

Navy life is a demanding life. It calls for complete loyalty and dedication and for a great measure of selflessness. It involves pleasant assignments and those that are not so pleasant; but every billet you fill can be an opportunity for gain for the Navy, your shipmates, and yourself. A person must be mature and observant to always see these opportunities, but they are there. At times it can be a dangerous life. Danger is inherent in an armed service and particularly a service with worldwide commitments. But for the person with a desire to serve country and oneself in a variety of interesting and challenging ways, it is a stimulating, satisfying way of life.

From an old manual on the Navy

The measure of a man's life

"The measure of a man's life can be found in his character, in his optimism, in his joy and humor, in his courage, in his passion for what was good and right, and in his love for God and family and neighbor and country."

Rev. David M. O'Connell
Speaking on the passing of Tony Snow

NAVY LEADERSHIP: Is Something Missing?

The Navy of today and tomorrow must consider:
1. Crisply, clearly, and completely detailing exactly what the Navy embraces as "NAVY" leadership values, principles, and skills. This cannot, in whole or part, be a system of principles or practices that Navy personnel perceive to be a prepackaged system offered by the leadership guru currently in vogue. It will not work. Core principles and skills require only infrequent modification. When change is indicated, it should be undertaken.

2. Imposing acceptance of values, principles and skills as a condition of service. Like other services, they should be institutionalized. There are many facets of Naval Service that are compulsory. The practice of basic leadership values and principles should be one of these. Today it is not. Imposing acceptance of a "Navy" leadership program may be the most difficult task facing Navy's strategic leaders, because it runs counter to the cultural norm of the independence of command.

3. Training and educating all service personnel throughout their careers. Leadership is not inherited. Today's schedule of training courses and ones being planned for the forthcoming changes to Navy leadership training (The Leadership Continuum) simply are not acceptable. People will not internalize the Navy leadership program unless they feel the Navy leaders' commitment to it throughout their service.

4. Measuring and rewarding superior leadership performance. What isn't measured and rewarded, isn't done! The strongest signal the Navy can send to its leaders regarding their leadership performance is that it determines the outcomes of their careers. Measuring and rewarding leadership performance will prove difficult. It may be time for the Navy to consider alternative forms of performance evaluation--possibly peer and subordinate evaluations or maybe the application of leadership trait testing instruments.

Captain Allan A. Banghart
United States Navy
Executive Research Project while a student in 1995 at The Industrial College of the Armed Forces, National Defense University, Fort McNair, Washington, D.C.

The meaning of a commission: A lasting obligation

"Upon being commissioned in the Armed Services of the United States, a man incurs a lasting obligation to cherish and protect his country and to develop within himself that capacity and reserve strength which will enable him to serve its arms and the welfare of his fellow Americans with increasing wisdom, diligence, and patriotic conviction. This is the meaning of the commission."

Colonel S. L. A. (SLAM) Marshall, U.S. Army

Increased trust in each individual

"I have stressed the need to place increased trust in each individual and want to continue and expand this recognition of confidence in him.

In return, each individual must assume added responsibilities for his own appearance, conduct, and performance.

In case the latter has not been fully understood, commanders and commanding officers must reemphasize to all hands that military courtesies, including customary saluting and deference to seniors, and adherence to traditional standards of cleanliness, neatness, and smartness will continue to be an integral part of our Navy as they have been since our beginning.

Those standards are essential elements of a proud and professional force.

Commanding officers continue, as always, to have responsibility and full authority to enforce these standards."

Elmo R. Zumwalt, Jr.,
Admiral, U.S. Navy,
Chief of Naval Operations

Look to the United States for leadership

"I am convinced, irrespective of what is reported in global opinion surveys, or recounted in the latest speculation about American decline, that around the world, men and women seeking freedom from despotism, want, and fear will continue to look to the United States for leadership.

For any given cause or crisis, if America does not lead, then more often than not, what needs to get done simply won’t get done. In the final analysis, our global responsibilities are not a burden on the people or the soul of this nation. They are, rather, a blessing."

Secretary of Defense, Dr. Robert M. Gates at the U.S. Global Leadership Campaign, 15 July 2008

Five critical competencies for senior leaders

The five critical competencies below were identified by the Chief of Naval Operations as essential for every senior leader:

1. Financial Literacy. The goal is not to create CPAs or CFOs, but to give every senior leader in the Navy the requisite skills to successfully manage complex budget, procurement, and contracting processes so that taxpayers' money is used for its intended purpose.

2. Information Management. IT systems change with head-spinning frequency. The Navy is presently working to evolve the Navy-Marine Corps Intranet into NGEN. Senior leaders need to stay current on major aspects of this project, as well as on other IT systems and projects that enable unprecedented levels of flexibility and responsiveness to new and emerging threats to national security.

3. Human Capital. Ensuring that the right people are in the right place at the right time and doing the right work is a challenge in the best of times for the best of organizations. With nearly 1 million personnel spread far and wide across the globe, the challenge is complex for Navy senior leaders.

4. Change Management. In large organizations, it's often said that the only constant is change. Navy leaders must be expert at implementing and communicating significant change at every level--from grand to granular--to ensure that every service member not only has the orders for the day, but also understands how those orders contribute to both mission and readiness.

5. Leadership. Effective leadership begins with an individual who has an accurate understanding of self. Toward that end, FLAG University sponsors Navy senior leaders in a week-long intensive program at the Center for Creative Leadership, which is preceded by completion of five personal survey instruments, including two that require 360 degree feedback from subordinates, peers, and superiors. From there, the many dimensions of leadership are woven throughout the career learning continuum provided for Navy senior leaders.

A drink and chit-chat at the Army & Navy Club

Spry and trim, William Daniel Leahy, belies his 61 years, but the seams in his face are eloquent of years at sea. Navy men who admire his prodigious physical endurance swear that they are not exaggerating when they tell how he once stayed on his bridge for six weeks during fleet maneuvers, relaxing only to take short catnaps. When he takes over his new office he will be no stranger to Washington. He maintains a residence there, has gone there whenever his duties would permit. In Washington he is not active socially but he likes to go for drink and chit-chat to the swank Army & Navy Club or Chevy Chase Country Club.

Written about the incoming Chief of Naval Operations (1937-1939) in TIME Magazine in 1937

Captain Stephen Decatur

He was the youngest man (25) to reach the rank of captain in the history of the United States Navy. He was one of "Preble's Boys" and friends with Charles Stewart and Richard Rush.

In April 1816 he made the toast that would become a standard expression of American patriotism: "Our Country! In her intercourse with foreign nations may she always be in the right; but our country, right or wrong."

President John Quincy Adams summed up Decatur best: "He was kind, warm-hearted, unassuming, gentle and hospitable, beloved in social life and with a soul totally and utterly devoted to his country."

Captain Edward Preble - founder of the Navy

Sometimes called the true founder of the American Navy, Commodore Preble was keenly interested in his Bluejackets; their care and fair treatment attracted his full attention. Preble tried to draw his junior officers in and encouraged them to offer their ideas. He was generous in giving his subordinates due credit for their achievements. His fleet was singularly united in spirit and, through his leadership, he became the idol of his officers and men (they were happily called "Preble's Boys"). Preble taught his subordinates the need for absolute obedience, unyeilding courage, and 24-hour-a-day efficiency which have continued to be standards of the American Navy.

From Naval Orientation NAVPERS 16138-A (RESTRICTED) December 1948

LTjg Kennedy grows into a leader

"My fellow citizens, let no one doubt that this is a difficult and dangerous effort on which we have set out. No one can foresee precisely what course it will take or what costs or casualties will be incurred. Many months of sacrifice and self-discipline lie ahead — months in which both our patience and our will be tested, months in which many threats and denunciations will keep us aware of our dangers. But the greatest danger of all would be to do nothing.

The path we have chosen for the present is full of hazards, as all paths are; but it is the one most consistent with our character and courage as a nation and our commitments around the world. The cost of freedom is always high, but Americans have always paid it. And one path we shall never choose, and that is the path of surrender or submission."

President John F. Kennedy, Cuban Missile Crisis

Photo from the JFK Library

What Will Your Leadership Legacy Be?

A little Air Force blue...

In my office, I have a quotation framed and positioned on my desk where I can see it every day. It says, “My biggest fear is that I will look back on my life and wonder what I did with it.” Sooner or later, it will be time for all of us to hang up our uniforms and find something else to do. As I look back over my career, I continually wonder if I have done enough—if I have done all that I could to make a difference and be a positive influence on others. I hope I have.

Last year, I was lucky enough to be able to travel with the chief of staff to Balad in Iraq. We visited the hospital there, and one of the many individuals I talked to was an Army lieutenant colonel—a tall, thin, lean, and gaunt man with dark circles under his eyes. He was very tired! He was a battalion commander who had been in the country for 11 months and was visiting one of his wounded troops. After chatting for a few minutes, I backed away from him to the other side of the tent, and people began to flow between us. As I stood there watching him, I said to myself, “You know, Lorenz, you’ve been a commander several times in the last 35 years. I just hope you are a good-enough leader to lead someone like that.” You see, you must never, ever stop trying to be the best leader you can be.

Lt Gen Stephen R. Lorenz, United States Air Force, commander of Air University, Maxwell AFB, Alabama.

5500 additional years of service

It was standing room only Saturday at the Al Faw Palace in Baghdad as 1,215 service members raised their right hands in an unprecedented mass reenlistment ceremony.

The service members were brought to Camp Victory from forward operating bases and camps all over Iraq, according to a Multi-National Force-Iraq news release, which stated that it was the largest re-enlistment ceremony to take place since the all-volunteer force began in 1973.

MNF-I commanding general Gen. David Petraeus read the oath at the ceremony for the Soldiers, Marines, Airmen and Sailors.

“Volunteering to continue to serve our nation, while deployed … is both noble and inspiring,” Petraeus said in the release. “It is, as award citations often state, in keeping with the finest traditions of our military services.”

The joint re-enlistment represents more than 5,500 years of combined additional service in uniform.

From the Navy Times

No doubt, those who serve understand the value of their service and their sacrifice. Their nation has called them to service and they never fail to answer the clarion's call.

How do you rate? How does your boss rate?

Leading People

- Skill in motivating, inspiring, and mentoring Navy personnel through a positive attitude, enthusiastic leadership, and ethical behavior.
- Skill in motivating, inspiring, and mentoring civilian personnel (DoD and contractors) through a positive attitude, enthusiastic leadership, and ethical behavior.
- Skill in leading by professional example to promote team building and personnel development.
- Skill in managing conflict in a crisis by identifying potential situations that could result in unpleasant confrontations.
- Skill in managing conflict in a combat or wartime situation to maximize force effectiveness and enhance mission accomplishment.
- Skill in leveraging an ethnically and culturally diverse workforce to improve working environment and capitalize on achievements of each individual.

Taken from: Developing Senior Navy Leaders - Requirements for Flag Officer Expertise Today and in the Future (RAND Report 2008)

Notable organization change in the Navy

Information Warfare

"Turning now to specific areas of expertise, the most notable organizational changes seem to be in Information Warfare (IW). Organizational changes alone suggest that IO expertise may need to be disaggregated into two new areas of expertise: Information Operations (IO) and Information Technology (IT).

IO is often treated as transitive with psychological operations and strategic communications, roughly meaning “operations intended to influence.” IO and Information Warfare (IW) may be treated as transitive, but IW usually includes both influence and counter-influence operations. IT, on the other hand, focuses on network-related warfare, as distinct from IO’s emphasis on influence operations."

From the RAND Study (2008) - Developing Senior Navy Leaders - Requirements for Flag Officer Expertise Today and in the Future

Admiral James Stavridis: Think, Read, Write and Publish

Admiral Dahlgren's published works preceded Admiral Staviridis' admonition by more than 150 years. But these two leaders would have been fast friends (in my opinion). If one doesn't share their experiences through the written word, those experiences are soon forgotten.

Admiral Dahlgren was a man of great personal bravery, dignified in manner, and of exemplary character. He published many scientific works on ordnance, which have been used as Textbooks in the navy. They include "Thirty-two-pounder Practice for Rangers" (1850): "System of Boat-Armament in the U. S. Navy" (1852 ; French translation, 1855); "Naval Percussion Locks and Primers" (1852); "Ordnance Memoranda" (1853); "Shells and Shell-Guns," explaining his own sys-tern(1856); and various reports on ordnance, armored vessels, and coast defenses. After his death appeared "Notes on Maritime and International Law," with a preface by his widow, indicating the plan of an uncompleted work (Boston, 1877). See " Memoir of John A. Dahlgren," by his widow (Boston, 1882).

Taken from http://www.virtualology.com

God Bless the U.S.A.

Toil, Blood and Treasure

"It ought to be commemorated, as the Day of Deliverance by solemn Acts of Devotion to God Almighty. ... I am well aware of the Toil and Blood and Treasure, that it will cost Us to maintain this Declaration, and support and defend these States. Yet through all the Gloom I can see the Rays of ravishing Light and Glory. I can see that the End is more than worth all the Means. And that Posterity will tryumph in that Days Transaction, even altho We should rue it, which I trust in God We shall not."

John Adams

Navy Hymn - Chiefs' verse

Eternal Father, bless Thy Chiefs
Who guide and lead with firm beliefs
in Courage, Commitment and Honor bright.
Strengthen with Thy holy might
Those who wear the anchors of the CPO.
O, guard them, Lord, where ever they go.

Honorable and glorious

It follows then as certain as night succeeds day, that without a decisive naval force we can do nothing definitive, and that with it everything honorable and glorious.

George Washington