NO YELLING: Commander's Intent

Today we continue our new journey into a practical study of leadership development titled: NO YELLING. The lessons contained within our study stem from the book "NO YELLING: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business" by Wally Adamchik.

Many within (and outside of!) the Delta Companies, Inc., organization will know Wally from his many training sessions at Colas University, various Colas meetings, and even our own Delta Days training events. As a former U.S. Marine Officer, Wally led a tank battalion before becoming a pilot of AH-1W Super Cobra attack helicopters. Today, he serves as President of FireStarter Speaking and Consulting. To learn more about Wally, visit his website at www.firestarterspeaking.com.

Our exploration of "NO YELLING: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business", continues with the seventh secret: Commander's Intent which includes: Where Are We Going, Communication, and Getting the Point Across.

"It all goes back to trust. I need to give ownership. I tell them what I want to accomplish and then let them figure it out. Leave room for them to be creative when you can, and they will surprise you with the results." - Jimmy Lane, Captain USMC.

Where Are We Going

Where are we going - and WHY?

Commander's intent differs from vision in that it is more specific; it deals with a finite objective, a way of behaving, or a desired result.

Uncertainty leads to hesitation, which leads to marginal productivity and uncertain results.

"Since the function of leadership is to produce change, setting direction of that change is fundamental to leadership. Setting direction is never the same as planning. The direction setting aspect of leadership does not produce plans; it creates vision and strategy. These describe a business, technology, or corporate culture in terms of what should be over the long-term and articulate a feasible way of achieving the goal." - John Kotter, Harvard Professor.

When a leader tells you what he wants to accomplish and lets you go do it, he is sending a message that he trusts you to do the job. This trust is the bedrock on which effective organizations are built.

Intent, vision, mission, goals: all must be re-communicated and reinforced regularly so that everyone "gets it". When this process happens, a firm is energized and focused with predictable results on the bottom-line.

Communication

When it comes to issues of such critical importance, every available method should be employed. Communicate in writing, in memos and email, verbally in large meetings, small group meetings, and in formal (and informal) one-on-one meetings. Talk to people in their work spaces when you are visiting and walking around. On the flight line, in a fighting hole, around the water cooler, and on the plant floor you will find opportunities to reinforce what they are doing in support of your intent. And do not overlook opportunities to offer corrective action when someone is doing something counter to your intent. You undermine your credibility as a leader when you don't make corrections. Use all communication methods. No single method is going to get the point across.

Getting the Point Across

Communicate more, explain why, and use different methods. Don't forget the loudest communication of all - your behavior.

Without saying a word, you can send a message that totally undermines everything you are saying.

Another example of behavior's sending a poor message occurs when an experienced person takes a shortcut when completing a task.

Your body language sends messages you may not want to send.

All methods of communication must complement and reinforce each other. Any contradiction has the potential to undermine the entire message. Leaders must align their communication with their intent. This consistency generates trust and confidence in the leader. Alignment of communication is important but so is the alignment of organizational resources.

An organization in alignment has all its resources functioning in direct support of the vision.

Summary

Those we lead want to know where we are going and why. By sharing this information with them, you send the message that you trust them. Trust is the bedrock of successful organizations, and it inspires the people we lead to go out of their way to make us look good.

Communication about your direction is critical and must be continual. You must vary your methods, but not your message, to reach everyone and to keep them aligned with your goals.

"Just point me in the right direction and then get out of my way. I'll take care of the rest." - John Ruocco, Major USMC.

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc