Bridging the "Civil-Military" Chasm in Leadership

Leadership, most can agree, is a universal phenomenon. It surpasses the boundaries of distinct sectors and vocations, and its echoes reverberate throughout our shared history. And yet, an increasingly widening chasm separates America's civil society and its military—a gap that has traditionally been called the "Civil-Military Divide." However, this divide has, in recent years, morphed into more of an expansive chasm.

We see it today in many forms—from a burgeoning recruitment crisis faced by each of our services, to an entanglement of misconceptions, misunderstanding, and a lack of identification with those who selflessly serve. Notably, this barrier also obstructs the wealth of reciprocal lessons and the common ground that could be gleaned by interweaving the threads of military and civilian experiences.

Imagine bridging this divide, and unlocking a wealth of shared knowledge--seamlessly moving lessons from one field to another--from military and civilian sectors alike. It's eminently doable--and it isn't just about merging two areas; it's about creating a learning environment where both sets of experiences can guide us towards better ways to lead.

There's a wealth of wisdom to be gained from centuries of military service, fused with the nimble, innovative spirit within our civilian disciplines. And yet, this seemingly insurmountable divide is actually a relatively untapped reservoir of leadership lessons just waiting to be unlocked. We have an opportunity to dive into that chasm--there, we'll find enduring stories of resilience that convey the intrinsic human potential to lead in the most challenging environments.

From corporate boardrooms to political assemblies and our past battlegrounds, the lessons to be learned can be transformative. If we engage with these lessons, we can cultivate strategies and tools that help us to not only navigate effectively, but to truly lead in a world that’s evolving at light speed.??Choosing to go down this path offers an unprecedented opportunity to discover the leader within us all.

Lesson 1: A Clear Mission

In ideal conditions, our military operates with a clear and defined mission to inform both planning and execution. That's the doctrinal ideal.??The actual situation is often experienced in a Clausewitzian “Fog of War.”??Within that uncertainty, plans are rendered difficult and execution frequently becomes unpredictable.??But that's never stopped the best-led organizations from moving forward.

Dwight D. Eisenhower, Supreme Commander of the Allied Forces during World War II, captured this sentiment by saying,

"In preparing for battle, I have always found that plans are useless, but planning is indispensable."?

Indeed, innovation, adapting and overcoming has always been a characteristic our Soldiers, Sailors, Airmen and Marines have shared.

“One of the serious problems in planning the fight against American doctrine,” one German officer is said to have said during World War II, “is that?the Americans do not read their manuals, nor do they feel any obligation to follow their doctrine.”

In Walter Isaacson's biography of Steve Jobs, he shares the story of the first Macintosh's creation. Jobs assembled a talented team, envisioning a user-friendly and beautifully designed computer. Jobs assembled an exceptional team, framing them as "artists" crafting a "masterpiece." With energetic team meetings, he infused his vision of a computer that was not just functional, but beautifully designed and user-friendly. Rather than just briefing them, Jobs inspired them with his vision, and gave them a grand mission that pushed boundaries of what was deemed possible. In doing so, he also conveyed his intent. His mantra,

"We're here to put a dent in the universe. Otherwise, why else even be here?"

resonated with his team, motivating them to innovate beyond existing technology constraints.??The release of the groundbreaking Macintosh, with its intuitive user interface and sleek design, changed the computing world forever, demonstrating the transformative power of visionary leadership.

Lesson 2: Decisiveness

At the heart of military leadership lies the mandate for swift, resolute decision-making. Admiral Hyman G. Rickover, often credited as the 'Father of the Nuclear Navy,' personified this. He shaped an environment where open, direct discussions were the norm.

Driven by an unwavering quest for excellence, Rickover ensured his crew was ready for any eventuality. He cultivated a culture of rigorous debate and inquiry, prompting exhaustive examination and preparation in every operational aspect. This culture, in turn, produced a team well-versed in critical thinking and innovative problem-solving.

However, when a decision was made, all debate ceased. The crew was expected to fully commit to the decided course of action, signifying the importance of unity and clarity of purpose. This decisive action was instrumental in the Navy's successful navigation of uncharted waters.

What was the result? The U.S. Nuclear Navy stood out for its outstanding safety record, technical innovation, and operational excellence. This culture of detailed investigation and decisive action, nurtured over time, led to a team that continually set new benchmarks in nuclear propulsion.

Switching our perspective from military to corporate leadership, a similar principle can be found in Jeff Bezos' leadership at Amazon. Bezos seems to have masterfully transferred Rickover's principles to his e-commerce empire.

His 'disagree-and-commit' approach, a cornerstone of Amazon's culture, embodies the effectiveness of a healthy debate environment where ideas are allowed to clash, merge, and evolve. However, it also underscores the significance of unity in action. Once a decision is reached, discussion gives way to commitment, and the team advances as one.

And the outcome? Amazon is a company that values quick decision-making and speedy, unified action. This agile and innovative culture may not be easy to establish, but over time, it gathers pace. For Amazon, this approach has helped it push boundaries and emerge as an innovator in its field.

Lesson 3: Adaptability

In the military, leaders must be adaptable and prepared to change strategies quickly due to unpredictable environments. General Stanley McChrystal, former commander of U.S. and international forces in Afghanistan, has said,

"Leaders can let you fail and yet not let you be a failure."

Adaptability is just as essential in the civilian sector. It's about confronting the brutal facts but never losing faith, a concept popularized by Jim Collins in his book, Good to Great, as the "Stockdale Paradox."

The Stockdale Paradox is named after Admiral James Stockdale, who survived eight years as a prisoner of war during the Vietnam War. Despite facing grim circumstances, Stockdale never lost faith in his ultimate triumph but also confronted the brutal facts of his reality. This concept is a powerful testament to resilience, perseverance, and adaptability in the face of adversity.

Satya Nadella's leadership at Microsoft embodies this principle. When Nadella assumed the role of CEO, Microsoft was facing significant challenges, including a declining market share in key areas. Yet, like Stockdale, Nadella confronted the brutal facts in front of him, while maintaining an unwavering faith in Microsoft's ability to innovate. Meanwhile, he promoted a growth mindset, focusing on growth areas like cloud computing and AI, and successfully adapted the company to a shifting tech landscape. Through his leadership, Nadella enabled Microsoft to regain its position as a leading tech innovator.

This principle of adaptability is encapsulated by the Stockdale Paradox, and can serve as a blueprint for any leader navigating a turbulent business environment or looking to effect significant organizational change.

Lesson 4: Leading by Example

Leading by example is a critical principle in military leadership. As General Colin Powell said,

"The most important thing I learned is that soldiers watch what their leaders do. You can give them classes and lecture them forever, but it is your personal example they will follow."?

Leading by example combines all of the traits and practices of good leadership and requires that we, as leaders, go first—to show our team the way.??In the military there is a mantra that is often cited when resources are limited and the stakes are high:??“Mission First – People Always.”??The two are not necessarily mutually exclusive; done well, they can be reinforcing.

Howard Schultz, the former (and now returning Interim) CEO of Starbucks, is a great example of values-driven leadership, mirroring the ethical guideposts that shape military command. Recognizing his employees as the heart of Starbucks, he implemented extensive benefits, including health insurance and stock options, for all employees—unheard of in the retail sector. This move, reflecting his conviction that cared-for employees would in turn care for customers, fueled a culture of inclusivity and respect. Schultz's leadership illustrates the potency of leading with values, nurturing loyalty and commitment among his "partners"-- creating a cycle that propelled Starbucks from "Good to Great." His approach embodies key principles of military leadership and their potential to transform civilian organizations.

This principle of leading by example plays a critical role in building trust, a concept that Stephen M.R. Covey illuminates in his book, The Speed of Trust. According to Covey, trust is not merely a soft, social virtue; instead, it's a hard-edged economic driver that can significantly impact an organization's speed and cost of operations. When leaders consistently demonstrate trustworthiness through their actions, it fosters a high-trust culture that can significantly enhance their organization's effectiveness and resilience.

Lesson 5: Team Building and Empowerment

Military leaders excel at building camaraderie and a sense of shared responsibility among their troops. General David L. Goldfein, the 21st Chief of Staff of the U.S. Air Force, is a great modern example of military leadership fostering camaraderie and shared responsibility. During his time in charge, Goldfein stressed the importance of "squadron revitalization." He believed that because the squadron was the core unit in the Air Force, that is where the sense of team spirit and shared duty are formed.

Goldfein worked to ensure each member understood their specific role in the squadron and its overall mission, creating a sense of shared responsibility. He also participated in squadron activities and backed initiatives to improve the lives of airmen, boosting camaraderie.

Goldfein conveys how a leader fostering shared responsibility and camaraderie can increase team unity and effectiveness, and enhance capability.

One of the most profound illustrations of team-building and empowerment comes from the experiences of American POWs in Vietnam, as recounted in Lessons from the Hanoi Hilton: Six Characteristics of High-Performance Teams. Despite being in a hostile environment with limited resources and constant threat, these POWs developed a covert communication system and a communal structure that maintained morale and unity. They even established a code of conduct that emphasized mutual support and resistance. They empowered each other to withstand the harsh conditions and the brutal treatment of their captors, which proved crucial for their survival.

The key lesson here is the power of a unified team that takes shared responsibility for its collective well-being and success. This resonates deeply with Stephen M.R. Covey's concept of "Smart Trust" discussed in his book, The Speed of Trust--which emphasizes extending trust to team members, empowering them to exercise their judgement.

Anne Mulcahy, former CEO of Xerox, exemplified this by nurturing talent within the organization, fostering a team that not only saved the company from bankruptcy but also paved the way for future growth. By extending trust to her team, Mulcahy enhanced their speed and capability to innovate, showcasing the profound impact of military leadership principles in civilian contexts.

Some Concluding Thoughts...

Leadership can be a guiding force for any organization, regardless of sector. Leadership is a journey, defined not just by our destinations, but by the relationships we build, the values we uphold, and the lessons we learn along the way. By understanding and applying the lessons we find at the intersection of military and civilian leadership, we can lead more effectively, grow personally, and make an enduring difference for our teams, organizations, and communities.