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