This is a reprint of a memo dated
16 August 1996 which clarifies my leadership expectations.
1. My evaluation of you won't be a perfunctory task. Instead,
I'll work very hard to know you, observe you as military and civilian,
managers, officers, leaders, trainers, and give you the fairest
evaluation possible. I fully realize the importance of my words
on your performance reports in regards to your professional future.
Thus, I want to provide you some guidance, some parameters, some
sense of azimuth that you can hook into to help guide your actions,
development, and thoughts.
2. Here are some of my thoughts and some expectations I have
for officers and senior civilians in the J2.
This concept applies to all people in a leadership position.
Take responsibility for actions of subordinates. Share hardships.
Be visible, particularly during difficult times. Allow no dual
standards. Work harder than anybody else. Accept only the highest
standards. Listen to subordinates. Make the hard choices and
stand by them.
- Moral Courage. Stand up for your
convictions. Take a stand on hard issues. Be anti-pusillanimous.
Encourage candor. Take the bad news and deal with it. Allow
no equivocation or delay on bad news.
- Intellectual Development. Be a
self-directed learner. Be intellectually curious. Put theory
into practice. Seek knowledge and understanding. Know and understand
what wisdom is. Always be on the prowl for new and better ways
of doing things. Seek new information and new technology.
- Problem Solving. Correctly identify
the real problem(s), not the ancillary problems(s).
Fragment problems, analyze pieces, identify links. Synthesize
well-understood problems back into a whole. Identify turf issues.
Identify "lane" issues. Gather information, think
about it. Judge the veracity of information. Understand relationships.
Understand causes and effects (short- and long-term. Frame problems.
Seek to find and understand heart of the matter. Think through
courses of action. Think through costs and benefits. Think about
risk -- deal with it. Structure environment for success. Plan
branches and sequels.
- Decision Making. Have a process.
Seek information. Seek advice. Involve people as much as possible.
Make the hard calls. Accept responsibility for the hard calls.
Take the heat for contentious calls. Understand ramifications,
to include disparate relationships for decisions. Use judgment.
Apply logic to intuitive calls. Act, communicate, assess.
- Taking Care Of Subordinates. Keep
subordinates informed. Keep subordinates at the forefront of
your existing and conscious being. Provide and enforce standards.
Instill discipline. Inspect and offer suggestions for improvement.
Correct as necessary. Provide guidance. Set the example at
all times. Visit living and work spaces. Teach and coach. Be
concerned for welfare of subordinates. Know something about subordinates.
Counsel subordinates regularly.
- Training. Know METL and battle
tasks. Know individual and collective tasks that relate to METL
and battle tasks. Know how to assess and retrain. Demonstrate
knowledge of and belief in human intellectual development. Know
difference between training and education. Plan training. Assess
training and design repetitive training. Envision what the future
battlefield will be and design training to prepare soldiers to
operate and survive in that environment.
- Standard Setter and Checker. Define
standards for NCOs, soldiers, and junior officers. Check standards
and correct as necessary. Have well-understood standards for
many things. Understand how standards relate to discipline --
personal and organization. Know and understand tasks, conditions,
and standards and how standards change with conditions. Involve
soldiers of all ranks in setting and enforcing standards.
- Initiative. Have your own projects
and activities. Strive for new and creative ways to improve the
organization, your subordinates, and yourself. Think, design,
act. Start things on your own. Accept the ideas of others and
help those ideas come into fruition. Encourage the initiative
of subordinates. Give mission type orders and guidance when appropriate
-- subordinates design how they will accomplish their tasks.
Encourage deviation from the norm as long as goals are accomplished,
the law isn't broken, and subordinates make progress toward the
end-state. Reward initiative and innovation. Seek information
on; how others accomplish tasks. Seek changes in technology to
improve our directorate.
- Subordinate Development. Help
subordinates become technically and tactically proficient. Counsel.
Develop leadership. Allow subordinates the chance to
fail (except in matters of morals, integrity violations, safety,
and embarrassment to the organization). Help subordinates learn
about warfighting, information, technology, theory, history,
etc. Prepare subordinates for the future.
- Planner. Understand and help others
learn about centers of gravity, friction, branches and sequels.
Understand end-states and states of continuity. Know how to
set conditions so we can satisfy states of continuity. Know and
understand the notion of wholes and holistic Planning. Search
for relationships among things, even when you believe relationships
don't exist. Pay attention to detail. Defeat your own plan.
Wargame and hedge against disaster. Rehearse your plan.
Backbrief plan to others -- have them criticize. Understand
some of the theory behind military planning -- Sun Tzu, Clausewitz.