Some years ago, this leadership approach worked for Rear Admiral James S. McFarland who was Commander, Naval Security Group Command.Taken verbatim from his personal notes:
"Problem:
My goal was to increase the sensitivity of our leaders to the needs and concerns of our Sailors. We had very uneven application of our 'people programs.'
Actions:
- Task the Inspector general to randomly select commands to visit. Do not 'inspect' but listen - not to the leadership but to the Sailors.
- Conduct personal interviews with at least 1/2 of the command. Visit the families ashore.
- Get the pulse and document concerns - what works and what doesn't.
- Use imagination and creativity to bring our organization together as a family that shares , cares and gets the mission done right.
Results:
We addressed the problems immediately. Those endemic to the whole organization, we corrected with policy changes. Others uniques to commands, we assisted and advised. In two cases, I relieved the Commanding Officers for total insensitivity. The good people programs were adopted throughout the organization."
2 comments:
To qoute your write-up
Results:
We addressed the problems immediately. Those endemic to the whole organization, we corrected with policy changes. Others uniques to commands, we assisted and advised. In two cases, I relieved the Commanding Officers for total insensitivity. The good people programs were adopted throughout the organization.
Response - That is not a list of results but reactions. Results would demonstrate how a better product or organization resulted - Hard to measure since it does not appear that it was measured before these responses were inacted.
Having known ADM McFarland, I don't dobt that he made positve and necessary changes, but I would not trust "just anybody" to follow the described path.
Sincere thanks for your comments. I should have put quotes around the whole post. The post was taken verbatim from his handwritten papers.
Thanks again,
Mike
PLEASE KEEP READING.
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