Be * Know * Do E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Drucker Foundation Future Series
• Sprache: Englisch

Seitenzahl: 251

Veröffentlichungsjahr: 2010

Beschreibung

The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.

Leseprobe

Table of Contents

Title Page

Copyright Page

About the Leader to Leader Institute

Foreword

Introduction

Leader Development Is Essential

Growing Successful Leaders for a Changing Environment

Sharing the Army’s Approach with Today’s Generation

All Leaders Can Benefit

Chapter 1 - WHAT A LEADER MUST BE, KNOW, AND DO

How Do You Exercise Enormous Power?

Telling Versus Leading

Leadership at Every Level

Three Components of Leadership

Leaders Also Follow

Lessons for Civilian Organizations

Chapter 2 - THE CHARACTER OF LEADERS

Why Values Are Critical

Leadership Attributes

Lessons for Civilian Organizations

Chapter 3 - PEOPLE ARE AT THE CORE

Leaders Lead People

People Skills

Creating the Right Environment

Lessons for Civilian Organizations

Chapter 4 - LEADING FROM THE FRONT

Leading from the Front at Different Levels

Lessons for Civilian Organizations

Chapter 5 - IT TAKES A TEAM

Requirements for Effective Teamwork

Team Building

Leading Teams

The Challenge of Diversity

Lessons for Civilian Organizations

Chapter 6 - MANAGING COMPLEXITY, LEADING CHANGE

General George C. Marshall

The Challenge of Change

Leading Change

Skills for Leading Change

Lessons for Civilian Organizations

Chapter 7 - BUILDING AND LEADING LEARNING ORGANIZATIONS

Helping People Learn

Organizational Climate and Learning

After Action Reviews and Learning

Lessons for Civilian Organizations

Conclusion

Notes

Index

Introduced by Frances Hesselbein and General Eric K. Shinseki (USA Ret.)

Foreword by Richard E. Cavanagh

Copyright © 2004 by the Leader to Leader Institute. No protection is claimed in the works of the United States government, as set forth in portions of this book adapted from Army Leadership, U.S. Army White Paper, Training the Force, Army News Service materials, and Army values.

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Library of Congress Cataloging-in-Publication Data

Be, know, do : Leadership the Army way : adapted from the official Army leadership manual / introduced by Frances Hesselbein and Eric K. Shinseki ; foreword by Richard E. Cavanagh. p. cm.

“Leader to Leader Institute.”

Includes bibliographical references and index.

eISBN : 978-0-470-76862-4

1. Leadership. 2. Command of troops. I. Hesselbein,

Frances. II. Shinseki, Eric K.

HD57.7.B4 2004

658.4’092—dc22

2003026457

About the Leader to Leader Institute

The Leader to Leader Institute has its roots in the social sector and its predecessor, the Peter F. Drucker Foundation for Nonprofit Management, which in January 2003 transferred its ongoing activities to the new identity. The Institute furthers its mission “to strengthen the leadership of the social sector” by providing educational opportunities and resources to leaders.

The Institute serves as a broker of intellectual capital, bringing together the finest thought leaders, consultants, and authors in the world with the leaders of social sector voluntary organizations. By providing intellectual resources to leaders in the business, government, and social sectors, and by fostering partnerships across these sectors, the Leader to Leader Institute works to strengthen social sector leaders of the United States and of nations around the globe.

The Leader to Leader Institute believes that a healthy society requires three vital sectors: a public sector of effective governments, a private sector of effective businesses, and a social sector of effective community organizations. The mission of the social sector is changing lives. It accomplishes this mission by addressing the needs of the spirit, the mind, and the body—of individuals, the community, and society. The social sector also provides a significant sphere for individuals and corporations to practice effective and responsible citizenship.

The Leader to Leader Institute is a 501(c)3 charitable organization. It does not make financial grants. Its offerings fall in three areas:

• Supporting social sector leaders of character and competence

• Forging cross-sector partnerships that deliver social sector results

• Providing leadership resources that engage and inform social sector leaders

Get to Know the Leader to Leader Institute

See leadertoleader.org for information on our programs and articles and resources from Leader to Leader journal. Join as a member and support our work.

Foreword

Three years ago, in the midst of the Internet bubble, our dinner party at the landmark Four Seasons restaurant in Manhattan listened raptly to Peter Drucker, the Father of Modern Management, and Jack Welch, the then widely admired CEO of America’s most admired company. The question before us: Who does the best job developing leaders?

To my surprise, the usual suspects so often cited for finding and training leaders didn’t figure—not the Harvard Business School, or Goldman Sachs, or McKinsey & Company, or General Electric, or IBM, or Procter & Gamble. The enthusiastic choice of both of these management legends was the United States military.

Military leaders have not always enjoyed the respect they do today. Not so long ago, business leaders and entrepreneurs topped the national poll lists of most respected individuals, and military officers brought up the rear. But today the positions are reversed, partly because of business scandals and excesses, but more importantly because of the quiet, consistent, effective efforts of our leaders in uniform to improve their performance and strengthen their capabilities.

The challenge of leadership for the military, and for the U.S. Army in particular, is exceptional. A massive but progressively smaller force of volunteers, drawn from all of America with some active and some in reserve, employing sophisticated technology, operating anywhere and any time, pursues the single noble mission: “There can be no substitute for victory.” And unlike institutions in other sectors, leaders must be developed from within—there are no executive search firms to find generals of competing armies to fill vacancies or strengthen skills.

All this background explains why the civilian adaptation of the Army leadership manual Be Know Do is such an exciting development in the field of management. What follows is the extraordinary collaboration of two great leaders—the highly respected and much decorated former Army Chief of Staff Eric Shinseki and his colleague Frances Hesselbein, who has given inspiration first to a generation of Girl Scouts and later to a generation of nonprofit leaders. Their wisdom has been captured, with the help of editor extraordinaire Alan Shrader, in this essential volume.

Both those who lead today and those who aspire to leadership tomorrow have a great deal to learn from the Army’s tried-and-true approach—whether they seek to serve business or government or in the independent sector. Leadership is first and foremost a character-based and value-driven art, not just management and communication skills. All leaders, like Shinseki and Hesselbein, are master teachers who share their experience and wisdom, and that of the nation’s great creator of leaders, in this action-based book.

Although this book will not answer every question that leaders confront, it will help explain why Drucker and Welch were so right and timely that evening in New York. And those in all walks of life who follow its principles will discover that leadership is an art that can be learned.

January 2004

Richard E. Cavanagh President and CEO, The Conference Board, Inc.

Introduction

Since we first met five or six years ago, we have collaborated regularly and repeatedly on leadership issues—on the historic battlefield at Gettysburg, at West Point, at Fort Leavenworth, at the Pentagon, and at the Leader to Leader Institute in Manhattan. Though we come from very different backgrounds—one a nonprofit leader, the other a career soldier for thirty-eight years—we have both come to realize, first, that the Army’s approach to developing leadership is powerful and eminently successful and, second, that that approach is applicable to institutions and organizations other than the military. With that in mind, we and The Conference Board sponsored conferences that brought together Army, corporate, and nonprofit leaders. One would think that leaders from such varied sectors would not have much in common, but they merged into remarkably cohesive groups. Indeed, there are common denominators among all leaders of quality, and Army leader-development principles capitalize on that fact.

Field Manual 22-100, Army Leadership, has three words on its cover: “Be, Know, Do.” After reviewing the draft of this Army doctrinal publication on leadership, Frances shared an important insight with a colonel from the Center for Army Leadership at Fort Leavenworth. She said, “Before we review this together, may I say that this manual could be as helpful to the Salvation Army as to the U.S. Army.” She realized intuitively that the Army was about to publish a leadership manual that would be as useful to a general, a lieutenant, or a sergeant as to a captain of industry, a mid-level manager, or a front-line customer service representative. “Be, Know, Do” is a great model for all who appreciate the power of language and the ideas that language conveys. The implications of those three words—the demands they make—are profound, far reaching, and relevant to any leader.

All people and all good organizations share the same requirements for strong, selfless leadership. And to develop and institutionalize this kind of leadership, the Army does two things each and every day: it trains its soldiers, and it grows them into leaders. The principles and practices of effective leadership that make the United States Army the greatest landforce in the world are relevant, as well, to civilian organizations—businesses, nonprofit organizations, and governmental agencies. Understanding and accepting the validity of this important proposition prompted the Leader to Leader Institute to compile lessons from the Army and publish them in this book.

Leader Development Is Essential

The American way of life and our well-being depends on the ability of Army leaders at all levels to inspire and lead, often under the most harrowing conditions and unimaginable levels of stress. And the Army has long understood that there is no substitute for strong leaders—throughout its ranks. During combat, squad leaders, platoon leaders, company commanders, and battalion commanders can be incapacitated or killed—as can their replacements and their subordinates. The cost of failure at any point in its complex formations could well be catastrophic, as risks are most often measured in lives. Filling the ranks with well-trained, highly motivated, and performance-oriented soldiers who, without hesitation, can and will step forward to lead when victory hangs in the balance is the unrelenting requirement for success in battle. The Army, therefore, makes leadership everyone’s priority.

The Army’s record for developing leaders is superb. Today, it is one of the most innovative training organizations in the world. Although many companies in the private sector endorse promoting from within their ranks, contracted executive search firms most often fill top positions by attracting talent from other organizations. This is not an option for the Army; it does not indulge the free agency process. To train and grow effective leaders takes years. And because the Army does not have the luxury of raiding competitors for leadership talent, its top leaders must devote themselves to and succeed in developing new generations of leaders who can cope with uncertainty when preparing for crises yet to be defined. Thus, throughout its history, the Army has found leaders of extraordinary character who have risen to lead the Army and the nation through crisis—Generals Ulysses S. Grant, Robert E. Lee, John J. Pershing, George C. Marshall, Dwight D. Eisenhower, Omar N. Bradley, Creighton W. Abrams, and Colin L. Powell, to name just a few.

Growing Successful Leaders for a Changing Environment

In entering this new century, we have also entered an era of unprecedented change, one that is enormously challenging strategically. Though time-tested leadership practices remain viable, those practices will need to be augmented with new leader competencies that are relevant to the dynamic global environment in which the Army and the nation must prevail decisively. Consider this description of the Objective Force, the vision toward which The Army is working:

The human dimension of warfare will always remain pre-eminent. War is uncertain, mentally complex, physically demanding, and an intensely emotional experience. Objective Force Soldiers must be physically and mentally tough enough to dominate their opponents despite these challenges. Objective Force Soldiers and leaders must also possess the competence and confidence to close with their opponents in open, close, and complex terrain—and kill them. They must be highly trained in all tasks across the spectrum of military operations. They must be knowledgeable and disciplined in their application of Rules of Engagement. They must be multifaceted, adaptive, and self-aware—knowing how to clear a room, send a digital message, or repair a vehicle—because sustainment in the first 72 hours of a deployment on a non-linear battlefield will be limited. These Soldiers will need demanding, realistic training conducted by leaders who feel a moral obligation to train them correctly and make them tough, disciplined, and motivated. Knowing and adhering to high standards of discipline, fitness, and competency are essential to Objective Force success [“Concepts for the Objective Force,” U.S. Army White Paper].

Physically and mentally tough, competent and confident, highly trained, knowledgeable and disciplined, multifaceted, adaptive, selfaware—these are the characteristics of successful leaders in the twenty-first century. We can develop the leaders that our organizations require for an uncertain future, and we believe everyone who aspires to lead or to train leaders can learn from the Army. Since before the birth of the nation and through eras of remarkable change, the Army has been developing leadership principles and practices that speak to the constants of effective leadership—loyalty, duty, respect, selfless service, honor, integrity, and personal courage.

The Army must always be ready to fight and win the wars of the nation—it has this duty as a nonnegotiable contract with the American people. In the wake of the War of 1812, Secretary of War John C. Calhoun described the sole purpose for a peacetime Army—“to prepare for war.” To that end, the Army trains to fight every day. And through every period of its more than 228-year history, the Army has continued to refine its approach to leadership as a matter of embracing relevant change. Since the mid-1970s, the Army has undergone a monumental training revolution. It has refined training doctrine, improved training techniques, raised the bar on performance standards, focused soldiers on individual competence, and focused units on collective performance, all to attain higher levels of warfighting readiness. Army training stresses attainment of competence at individual tasks that are performed repeatedly at increasing levels of difficulty until realistic conditions of combat are most closely simulated. Thus, individual competence becomes the building block for collective team performance of the most complex tasks to the prescribed standard in actual combat. Candid After-Action Reviews (AARs)—a staple of Army leader development—promote and nurture teamwork, strengthen clear communications, emphasize personal accountability, encourage performance to standard, and acknowledge shared risk. The product of AARs is the development of organizational trust and growth in leadership that is effective in any scenario, no matter how the environment may change. This innovative training methodology has been so successful that many of the nation’s most renowned corporations have adopted it.

Sharing the Army’s Approach with Today’s Generation

During World War II and its immediate aftermath, military culture was a familiar part of American life. The Army and its values were integral to our national culture. Millions of Americans in what Tom Brokaw came to call “The Greatest Generation” had fought in World War II, and even those who did not participate directly had fathers, husbands, brothers, and sons—in some cases mothers, wives, sisters, and daughters—who did. They learned about sacrifice, about serving a purpose greater than self, and about determination, teamwork, and trust. While the military draft was in effect, large numbers of men spent two years of their lives in uniform. Their common experiences provided a shared bond, a shared language, and shared values; but the breadth of this experience began to erode early in the 1970s.

Since the end of the draft and the establishment of the all-volunteer force in 1973, fewer and fewer citizens have been exposed to the Army, its values, and its leadership ethos. Today, a smaller segment of the population is familiar with the Army and Army values. A still smaller percentage has participated in Army life and had the chance to benefit from its focus on leaders of character and institutional values. This is unfortunate because the Army continues to provide a premier leadership development opportunity for the nation. How does it do it? How can we use the principles of Army Leadership to strengthen other parts of our society, of our corporate, governmental, or nonprofit organizations? Exploring and answering those questions is the Leader to Leader Institute’s purpose in this book.

All Leaders Can Benefit

Leadership matters. It matters in the life and death situations in which a lack of trust, teamwork, clear focus, confidence, and motivation could spell disaster—leadership matters in combat. Leadership matters when preparing soldiers for the rigors of combat in realistic training scenarios that simulate combat with inherently dangerous equipment and munitions. And leadership matters during the down time, as well, when soldiers prepare for future missions, plan training, repair and maintain equipment, and spend time with their families. Leadership of successful organizations is not a nine-to-five, five-day-a-week duty. It is a way of life. It underscores every organizational endeavor. Consider that, while advances in materials and technology have changed the face of battle, the Army continues to rely most heavily on strong leaders at all levels—exceptional leaders who are self-aware, adaptive, and agile; leaders who will hold units together in the midst of tragedy; leaders who will achieve their objectives in the face of concerted opposition and the most overwhelming odds. These are leaders of indomitable spirit who fulfill their obligations to their assigned missions and to their people. Soldier-leaders represent what’s best about the Army. They deliver our magnificent moments—noble by sacrifice, magnificent by performance, and respected by all. They make us better than we ever expected to be.

In the post-9/11 world, leaders in all organizations can gain from the Army’s approach to leadership. Even if we don’t face the life and death challenges of combat, civilian leaders do face unprecedented change, ruthless competition, unexpected threats, and battles for market share—all of which can mean the survival or destruction of products, careers, and companies and can have serious consequences for the people who are the heart and soul of all institutions.

In this book, the Leader to Leader Institute shares the Army’s leadership philosophy with leaders from many sectors—business, government, nonprofits, and volunteer organizations. It adapts material from the Army’s primary leadership manual, Army Leadership, and draws lessons from Army leaders at a variety of levels and across its formations. It offers practical advice to leaders everywhere on how to use Army leadership principles to transform themselves and their organizations into more effective, efficient, and committed teams that work toward common goals. We know firsthand the challenges leaders face, and we have learned how well the Army prepares its people to meet them.

Leadership is most important when the stakes are highest, but it must be continuously developed, patiently nurtured, and tested with uncertainty if it is to be fully ready for those unforeseen crises. In today’s turbulent world, Army leadership is being tested daily around the globe in battles that were not envisioned three years ago, and the Army is meeting every challenge.

January 2004

Frances Hesselbein General Eric K. Shinseki, United States Army (Retired)

1

WHAT A LEADER MUST BE, KNOW, AND DO

Just Calm Down or None of Us Will Get Back Alive

“Sarge” was a company favorite, a big powerful kid from New Jersey who talked with his hands and played up his “Joy-zee” accent. He loved practical jokes. One of his favorites was to put those tiny charges in guys’ cigarettes, the kind that would explode with a loud pop! about halfway through a smoke. If anyone else had done it, it would have been annoying; Sarge usually got everyone to laugh—even the guy whose cigarette he destroyed.

During the October 3, 1993, raid in Mogadishu, Sarge was manning his Humvee’s .50 cal when he was hit and killed. The driver and some of the guys in back screamed, “He’s dead! He’s dead!” They panicked and were not responding as their squad leader tried to get someone else up and behind the gun. The squad leader had to yell at them, “Just calm down! We’ve got to keep fighting or none of us will get back alive.”

Consider carefully what the squad leader did. First, he told his squad to calm down. Then he told them why it was important: they had to continue the fight if they wanted to make it back to their base alive. In this way he jerked his soldiers back to a conditioned response, one that had been drilled during training and took their minds off the loss. The squad leader demonstrated the calm, reasoned leadership under stress that’s critical to mission success. In spite of the loss, the unit persevered.1

How Do You Exercise Enormous Power?

Philip J. Carroll, Jr. joined Fluor Corporation as chief executive officer in July 1998. In a June 1999 interview with Kathye A. Johnson of the Wharton Executive MBA Program, he recounted how his experience in the military had shaped his approach to leadership:

When I was young (high school, college, and postcollege) I always had an association with the military. The high school that I went to had mandatory participation in the Marine Corps. I went through ROTC and received a commission in college, served in the Army, and then served in the reserves for a number of years. . . . The military is a tremendous place for the development of leadership characteristics.

It taught me a lot about motivating people and maintaining discipline, but not in an oppressive way. That’s a very important lesson in leadership, because in the military you have absolute power, for the most part. You are governed by regulation and when you tell subordinates to do something in the form of a direct order, they have to obey by the laws of the military. Having that enormous power, particularly as a very young person, how do you exercise that? Do you run around giving people a bunch of orders, or do you recognize that approach is very poor in terms of your long-term ability to make a unit function in very difficult circumstances?2

“We have recommitted ourselves to doing two things well each and every day—train soldiers, grow them into leaders. Those two things. That is the rhythm of the Army.”

General Eric K. Shinseki (USA Ret.)

If you volunteer in a community organization, work in a large corporation, own a small business, or engage in public service, you have the opportunity to lead. How do you prepare yourself? How do you learn and embrace those values and skills that will enable you to meet the challenge? These are issues that the U.S. Army takes very seriously. The Army works hard to help everyone serving in it to become effective leaders, from the raw recruits in boot camp to the colonels at the Army War College and the generals in major commands around the world. The Army has a proud tradition of leadership, and it works constantly to refine and update its approach to leadership and the methods it uses to teach leadership.

“The Army has a system of values that people in the corporate world would die for,” says Dr. James Crupi, a leadership consultant who has worked extensively in corporate and military settings. And one of the highest values is leadership. “Leadership development is much more systematic, much more of a priority in the Army than in the corporate world,” he continues. “What is called leadership development in the corporate sector is often really business development, working on business processes, improving financial management or strategic planning. The corporate sector views personal development as somewhat soft. And there is almost a sense in the private sector that you’re either a leader or you’re not. We’ll spend some time on you, we’ll invest in you, but really it’s all about whether you have it or not. The Army spends a lot of time and investment to make sure it has the leaders it needs, and it’s not afraid to do that.” Crupi adds, “In the corporate sector, they are much more likely to go out and hire the leaders they need than to development them inside.”3

According to Patrick Townsend and Joan Gebhardt, authors of Five-Star Leadership, “The military has long known that it cannot settle for a random selection process for its leaders. Waiting for leaders to develop naturally is out of the question when the penalty for error is swift and permanent, as it is in combat. . . . To ensure a continuous supply of leaders, leadership training is an ongoing part of the military experience.”4

Telling Versus Leading

This emphasis on leadership may surprise some who still view the Army through the old stereotype of the “command-and-control” organization. Why bother with leadership when you can just tell people what to do, when you can just give an order (which people have to obey, as Philip Carroll, president of Fluor, pointed out)? To understand the difference between telling people what to do (giving an order) and leadership, consider this simple scenario, played out thousands of times every day in organizations across the country.

You are a manager working on an important deal with a potential customer and have a complex set of documents that need to go out immediately. You take the documents down to the mailroom and hand them to the clerk. “Joe, you have to get these packed up and ready to go by the 4 P.M. express pickup. Send them priority overnight.” Seems simple, right? You are a manager and Joe is a mail clerk. You tell him what to do and expect him to comply. Doesn’t seem like much leadership is required. You leave and assume that the documents will go out on time and be in the hands of your important future customer early the next day.

But consider what happens next. Jane, a manager at about your level in the company, comes to the mailroom some ten minutes later with a big box of documents. “Joe,” she says, “I really need your help on this project. I have an important customer who needs to get these bright and early tomorrow morning. I’ve been nurturing this relationship for three months and think they’ll be really jazzed with what I’ve been able to put together in this presentation. It will be a big help to me if you can get everything put together and packaged professionally. I know there is a lot of paper here to collate, but it’s very important that they get this tomorrow morning. The company is counting on this contract. Can you have this all ready by today’s 4 P.M. pickup?”

“Well, I’m pretty backed up right now,” Joe replies.

“It’s really important, Joe,” Jane explains. “You know I don’t like to dump stuff on you at the last minute like this, but I really need a favor this time. I can try to find someone to help you out, if you like.”

“Well, I think I can manage.”

“Call me if you need help.”

Now, if Joe does get backed up, whose package do you think will make the 4 P.M. pickup, yours or Jane’s? Jane didn’t just tell Joe what to do, she explained the situation, why it was important to her and the company, offered help if needed, and asked Joe to follow her willingly. You, on the other hand, simply told Joe what to do.

As this simple example demonstrates, leadership can make a difference in even the most mundane situations. Think how much more important leadership is in more complex and more difficult situations, where it may be uncertain what the facts are, where unexpected obstacles may pop up suddenly, and where the stakes can be enormous, as they are in war. Leadership becomes critical. People need to do more than they are told; they need to participate actively and willingly. They need to be committed to achieving a common objective. Orders and commands don’t plant the seeds of commitment; leadership does.

Leadership experts James Kouzes and Barry Posner explain: “Authority and credible leadership aren’t the same thing. Doing something willingly because you respect and trust someone is very different from doing something because they have authority to give you an order. Leadership isn’t about position; it’s about behavior.”5 General of the Army and later President Dwight D. Eisenhower said that a leader “gets his men to go along with him because they want to do it for him and they believe in him. You do not lead by hitting people over the head. Any damn fool can do that, but it’s usually called assault, and not leadership. . . . I’ll tell you what leadership is. It’s persuasion, and conciliation and education and patience.”6

Army Leadership, the Army’s official leadership manual, defines leadership this way: “Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.” There’s not a word about issuing orders in a commanding voice. “Leadership transforms human potential into effective performance,” according to Army doctrine.

Leadership at Every Level