Strategic Leadership Lessons from Flag Officers
Those who have been reading Cowardly Leadership-Up Close and Personal over the last year know that I feel strongly about the exemplary leadership that military officers have shown throughout our country’s history. I’ve mentioned Washington’s leadership of a volunteer militia with the bare minimum of food and ammunition- yet an effort that resulted in the creation of this country. I’ve discussed Colonel Chamberlain’s leadership of the 20th Maine at Gettysburg, Patton in World War II, [Watch the iconic opening scene] and as a more recent example, General Mattis’ Command Guidance principles as Commander of First Marine Division.
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General Petraeus Leadership Advice
Zack Friedman, writing in Forbes, interviewed General David Petraeus, U.S. Army (ret.). Specifically, he asks General Petraeus to describe the four tasks of a Strategic Leader. Petraeus responded:
- “A strategic leader has to get the big ideas (the strategy) right. And then do so again and again. Without success in this first task, all subsequent actions will be based on a shaky foundation. ” This seems obvious. Yet, so many organizations- particularly local governments- do not establish a firm, consistent strategy. “Strategy” to many in governmental politics is defined as: What will generate the most votes during the next election. Or,what will be popular with citizens (think tax cuts) regardless of the long-term consequences. Operating on a “how can I look good today” platform does not get the big ideas right. Yet, we see it over and over from our elected leaders.
- “The leader has to communicate the big ideas throughout the breadth and depth of the organization and to other important audiences.” A true strategic leader shares information and incorporates staff’s ideas into the strategic vision. Cowardly leaders do the opposite- they hoard information, managing from a hierarchical platform. Big ideas are whatever are dreamed at the elected official level, irrespective of the likleihood of implementation. Then they are given to staff with the mandate to make them successful.
- “The leader has to oversee the implementation of the big ideas.” General Petraeus explains that this includes important elements such as how the leader uses his time, what he defines as important information, the amount and type of measurements and metrics to use to determine the success of failure of the plan, and being available to provide support as necessary to those actually carrying out the plan.
- “The leader has to determine (with a formal process, not just in an ad hoc manner) how the big ideas need to be modified – so that the process can be repeated over and over again.” Strategic leaders understand that re-inventing the wheel with each new strategy is grossly inefficient. They know to simply tweak existing strategies so they can be utilized again. This saves time, plus allows the staff to more fully buy-in and understand the strategy currently in place.
Strategic Leadership
No successful Generals and Admirals in the U.S . military have shirked the foundational importance of sound, carefully implemented strategy. Doing so would risk lives.
Contrast this mindset with that of cowardly leaders in local government. Lives are rarely at risk, true. Nevertheless careers, and the quality of life of everyone in the community are two critical components that these pretenders to leadership often ignore.
Strategic Leadership has nothing to do with what is popular. It has everything to do with what is right for those the Leader is- or is supposed to- serve.
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