COL Holdren had Team Griffin follow the Military Decision Making Process to train the staff in using MDMP in making recommendations to senior leaders. The in-progress review (or IPR) was very useful for both the staff and the Team Chief. The Team Chief was able to see what information had been found on developing, procuring and purchasing a coin. The staff was able to confirm or deny some of the assumptions it made.
The key take-away from this IPR was that if Team Griffin wanted to have the coins available before we deploy to Iraq, a decision on the coin design and the order must be processed by 31 July 2009. Otherwise, Team Griffin would have to have the coins shipped to Iraq and pay an additional 10% in fees. That one key fact made the "coin decision" a priority for this week. Which will be a challenging task for the staff considering there are 3 night ranges planned for this week !!!
After the IPR, COL Holdren introduced Team Griffin to his Leadership Philosophy and his concept or "model" of Military Leadership. Below is COL Holdren's "Military Leadership Pyramid" framework:
Military Leadership can be viewed as a pyramid with four levels.
Leaders at all ranks apply all 4 levels. However, the leader’s primary leadership role is focused at one of the 4 levels depending on his rank.
Level 1 is “Fundamental Leadership” which lays the foundation of military leadership. This is the “Be, Know, Do” of leadership. The US military relies on the NCO Corps to instill this type of leadership. That is why the the NCO Corps is considered the “backbone” (or foundation) of military leadership.
Level 2 is “Tactical Leadership” and it’s mostly applied by the military’s Company Grade Officers. This style of leadership is often branded as the “Follow me” approach. Leaders lead from the front. They set the example. The are also charged with inspecting and verifying the mission is accomplished.
Level 3 is “Operational Leadership” and it’s mostly applied by the military’s Field Grade Officers. This is where the leader transforms himself from being the primary “doer” to being the leader that guides, mentors and coaches his junior leaders.
Level 4 is “Strategic Leadership” and it’s mostly applied by the military’s General Officers. These leaders set and inspire a vision. They focus more on the art of persuasion, negotiation, compromise and influence. Decisions at this level are mostly made by establishing a consensus.
As one goes up the Pyramid from one level of leadership to another the decision required goes from being “Black and White” to more and more shades of gray.
Fewer and fewer leaders are required to make higher level decisions as you go up the pyramid. But even as you go up the Pyramid, a senior leader must be capable of exercising leadership at the lower the levels.
COL Holdren Leadership Principles and Philosophy
On Leadership.
-- NCO Corps: Fundamental Leadership – “Be – Know – Do”; Set and enforce high standards
-- Company Grade: Tactical Leadership – “Follow Me”; Set the Example, Lead from the front, Inspect and Verify.
-- Field Grade: Operational Leadership – Guide, Mentor and Teach. Allow decisions to be at the lowest level possible, but always retain the right to “veto” a decision.
-- The Generals: Strategic Leadership – The art of persuasion, negotiation, compromise, and influence. Decisions made by consensus.
My Leadership Principles
-- Be Visionary. Inspire those under you to achieve a common goal
-- Set Goals and be Results Oriented. Know where you want go, set the direction and stay the course.
-- Be Decisive. Don’t allow other people to make your decisions.
-- Be Visible and Involved. If your soldiers must do it, then so should you.
-- Be a good listener. Seek first to understand, then to be understood.
-- Be Pro-active. Anticipate what must be done and do it.
-- Be Optimistic. People want to associate themselves with the doers, not the complainers.
-- Be Honest, Fair, and Firm. Respect is more important than popularity.
-- Avoid procrastination. Get it done, NOW.
-- Live the Army Values. Loyalty, Duty, Respect, Selfless Service, Honesty, Integrity and Personal Courage.
My Leadership Philosophy
-- The “Golden Rule”: Lead others as you would want others to lead you.
-- The leader’s job is to make the tough choices; the easy ones will have already been made.
-- Understand and enforce Decision Authority. Know who the decision maker is. If it’s you, then make your decisions well known. If it’s not you, make recommendations. If there is no decision authority, assume you’re the decision maker.
-- The Decision maker’s job is to manage risk. Decision makers make decisions under the conditions of a volatile, uncertain, complex and ambiguous environment. Follow your gut, take acceptable risk, mitigate the risks you’ve identified, but most importantly… DECIDE and COMMUNICATE that decision.
-- At some point in time even a “non-decision” becomes a decision. Know what the “default decision” will be, and at what time a “non-decision” becomes the “default decision”.
-- Create and establish Strong Alliances. Remember loyalty and trust only exists if it goes in both directions.
-- Challenge your subordinates. Set high standards. Praise and Reward them.
References:
Lincoln on Leadership… Executive Strategies for Tough Times; by Donald T. Phillips.
How to Win Friends and Influence People; by Dale Carnegie.
The Seven Habits of Highly Effective People; by Steven Covey
Powell’s 18 Leadership Principles; by Oren Harari (and GEN (R) Colin Powell)
Dear Col Holdren you have explained the military leadership at different levels in a simplified manner. The principles and philosophy holds good in all professions across the board. Good reading...
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