Military Review English Edition July-August 2014 | Page 27
STRATEGIC LEADERSHIP
the commander’s intent. Mission command requires
investment in subordinate development—a time-intensive process. Strategic leaders foster a climate that
promotes mission command principles all the time, not
just during deployments and exercises. They provide
a clear commander’s intent for routine matters as well
as complex operations. They coach, teach, and mentor.
Strategic leaders are transparent and easily understood. Commitment to mission command allows you
to enable and be comfortable with the independent
initiative of your subordinate leaders because you are
reasonably certain those subordinates understand your
expectations.
See yourself accurately. An interesting story
about the Roman Emperor Marcus Aurelius says
that as he paraded through the streets of Rome
receiving the accolades of his fellow citizens, his servant would whisper into his ear, “You’re just a man
… just a man.”
Humility is critical to your success as a strategic
leader. It keeps you grounded in the mission and the
interests of your soldiers. It helps prevent toxicity.
Most of us do not see ourselves very well without
some sort of outside look, and at the strategic level,
it is easy to assume things are better (or worse) than
they really are. Climate surveys and 360-degree evaluations are valuable tools for you to get that outside
look and gauge your success, or determine where you
need to improve. Seeing yourself as others see you
provides valuable perspective on your performance.
Remember that we are all on the same side.
There are many players on the joint team, and an
inclusive approach is beneficial. At the strategic level
it is always best to presume those with whom we
disagree are operating in good faith. Strategic leaders
know that no one wins in a personal conflict, and
those who make professional differences personal
develop negative reputations quickly.
Look for opportunities to compromise, keep an
open mind, and remain focused on the strategic objective. Save your energy for the battles you need to fight
against the enemy, not your teammates.
Develop decision points ahead of policy. Often
we hear that we have to get policy right first. At the
strategic level, it is absolutely true. Set the policy
correctly and the rest follows. However, events on the
ground often outpace policy.
MILITARY REVIEW July-August 2014
A viable practice, uncommon but effective, is to
work backwards from policy implementation to develop your decision points. Then, should circumstances
create gaps between policy and necessary decision
points for implementation, you have at least bought
some time to work with policy makers to close those
gaps since you have identified issues earlier in the
process.
Hurried decisions generally produce poor results
and bring regret. It is wise to discuss ideas informally with the trusted agents on your staff to determine
what they really think about decisions you are about to
make. Candid feedback is a rare thing; seek it out.
Use all the tools available. Clausewitz said, “When
all is said and done, it really is the commander’s coup
d’œil, his ability to see things simply, to identify the
whole business of war completely with himself, that is
the essence of good generalship.” This statement is no
less true today. However, commanders now have many
more tools at their disposal to inform their strategic
decision making and problem solving—to enhance
their coup d’œil.
Humility is critical to your
success as a strategic leader.
It keeps you grounded in the
mission and the interests of
your soldiers. It helps prevent
toxicity.
Your staff, your subordinate commanders and their
staffs, and your peers all have skills that can help you
solve complex problems. Do not work alone; build a
convergence of perspectives from multiple sources to
make well-informed decisions. Never underestimate
the effectiveness of using indirect leadership to build
consensus and organizational support.
Take care of people. Taking care of people is a strategic imperative. Leaders take care of people by training
and developing them so they achieve success in the
Army profession and as part of the joint team.
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