The Language of Leadership: Part 1 - Commander's Intent

Winston Churchill’s stirring wartime speeches and Martin Luther King Jr.’s dream of equality have one thing in common. Both of them exhibit a powerful mastery of the language. An instrument so powerful it helped shape the course of human history. The ability to articulate vision, inspire action, and guide decision-making through words is, and has been, a hallmark of great leaders throughout the history of mankind.

Effective leadership communication goes beyond mere eloquence or charisma. It requires a nuanced understanding of how to convey complex ideas simply, how to motivate diverse groups toward a common goal, and how to provide clarity in the face of uncertainty. The ability to connect, build the necessary trust, convey a complex mission, rally support, and lead toward the goal is only possible with powerful language and eloquent expression.

These collective skills are what we call the Language of Leadership.

In this series, we will explore various aspects of the language of leadership, examining how words can be wielded to inform, inspire, and influence teams across domains and industries. We'll delve into concepts that have proven effective across different leadership contexts, from the boardroom to the battlefield and from not-for-profits to fully-for-profit corporations.

For our first installment, we focus on a powerful concept that originated in military strategy but has found increasing relevance in the business world: Commander's Intent. This principle offers valuable insights into how leaders can communicate effectively in dynamic, unpredictable environments - a challenge faced by modern organizations as much as by armies in the field.

What is Commander’s Intent?

Commander's Intent embodies the idea that in complex situations, providing clear, overarching guidance is more effective than dictating every action leading to the goal. It's about communicating the 'why' behind a mission, allowing those on the front lines - soldiers in battle or employees in a rapidly changing market - to make informed decisions aligned with the overall objective set by the leader. It empowers subordinates to make timely decisions and adapt to changing circumstances, even when the situation deviates from the original plan. General George S. Patton explains the power of Commander’s Intent when he says,

Never tell people how to do things. Tell them what to do, and let them surprise you with their ingenuity.

By providing a clear sense of purpose and direction, Patton enabled his subordinates to take the initiative and achieve remarkable results without having to provide step-by-step directions to his teams.

The concept of Commander's Intent has its roots in 19th-century Prussian military doctrine, particularly in the writings of Helmuth von Moltke the Elder. Moltke emphasized the importance of decentralized command, stating, "No plan of operations extends with certainty beyond the first encounter with the enemy's main strength." In modern U.S. military doctrine, Commander's Intent is defined as "a clear and concise expression of the purpose of the operation and the desired military end state". In the more pragmatic and immediate world, this is embodied in Mike Tyson’s ever-funny quote,

Everyone has a plan until they get punched in the face.

Think about it. Even the most elaborate plan fails when there is an unexpected challenge or disruption to one of the steps. In situations like this, the individual executing the plan has to improvise on the fly and continue to move forward with the task or project rather than blindly follow the leader’s prescription. That is the only way the project will succeed.

Key Components of Commander's Intent

According to the U.S. Army Field Manual 6-0, Commander's Intent consists of three key components:

1. Purpose: The reason for the operation
2. Key Tasks: The essential things the force must do to succeed
3. End State: The desired future condition when the operation is complete

The three-part instruction clearly lays out what needs to be communicated to the troops – the why, the what, and the expected result at the completion of the task or project. Simple and elegant without dictating every action the troops must carry out in the front lines.

Applying Commander's Intent in Business

Commander's Intent finds powerful application in translating and communicating a leader's broad directives into actionable tasks for employees at all levels. Consider a CEO's ambitious goal to increase market share by 3% in the upcoming quarter. While this objective is evident at the executive level, it doesn't provide immediate guidance for an analyst in the technology team. As leaders, our crucial role is to act as translators, converting these high-level goals into practical, actionable directives for our teams.

A prime example of this principle in action is Lou Gerstner's transformation of IBM in the 1990s. Gerstner set a clear intent: to shift IBM from a hardware-focused company to a service-oriented powerhouse. This overarching vision guided thousands of decisions across the organization without Gerstner needing to micromanage every detail. It's inconceivable that Gerstner could personally oversee every sales pitch or manage each regional office. Instead, his clearly communicated intent empowered leaders throughout IBM to make decisions aligned with the company's new direction.

The success of IBM's transition to a service-oriented organization is a testament to the power of well-communicated intent. This transformation wouldn't have been possible without leaders at every level internalizing Gerstner's directive and adapting it to the specific needs of their teams and markets. They maintained fidelity to the 'why' and 'what' laid out by Gerstner while having the flexibility to determine the 'how' based on the realities they faced on the front lines."

How should leaders formulate Commander’s Intent?

The effectiveness of the commander’s intent is how well it is formulated and communicated to the teams across the organization. With the responsibility squarely resting on the leader’s shoulder, it is essential that he/she formulate the intent in a way that is understood and implemented without any ambiguity or confusion. Here is a list of five steps to get that process started:

1. Clearly define the end state: Describe what success looks like in concrete, measurable terms.
2. Focus on the "why": Explain the purpose behind the mission or project.
3. Keep it concise: Aim for brevity while ensuring clarity. A good Commander's Intent should be easily remembered and repeated.
4. Avoid prescribing methods: Focus on the desired outcome, not the specific steps to get there.
5. Consider potential obstacles: Anticipate challenges and incorporate guidance on how to handle them.

Communicating Commander's Intent

Formulating the intent is a significant part of this equation. Communicating the intent is the next decisive step in this process. The effectiveness of Commander's Intent hinges on how well it's communicated and articulated to the organization. Leaders should:

1. Deliver face-to-face: Whenever possible, communicate the intent in person to allow for immediate questions and clarification.
2. Use repetition: Reinforce the intent through multiple channels and occasions.
3. Encourage questions: Create an environment where team members feel comfortable seeking clarification.
4. Utilize visual aids: When appropriate, use diagrams or charts to illustrate the intent.
5. Confirm understanding: Ask team members to restate the intent in their own words to ensure comprehension.

Executing Commander's Intent

Beyond the formulation and communication, there is the larger responsibility of ensuring the intent is being translated and carried out by the teams spread across the organization. While there is no one prescribed formula to execute the intent, here is a list of five steps that lay the foundation for customizing how the commander can ensure the intent is correctly translated and implemented effectively.?

1. Empower decision-making: Give team members the authority to make decisions aligned with the intent.
2. Provide resources: Ensure the team has the necessary tools and support to achieve the intent.
3. Foster initiative: Encourage creative problem-solving within the boundaries of the intent.
4. Conduct regular check-ins: Schedule periodic reviews to assess progress and alignment with the intent.
5. Celebrate successes: Recognize and reward actions that exemplify understanding and execution of the intent.

A lot of the tactical steps will depend on the industry, domain, and situation. The five steps are a generic starter reference to the art of ensuring the commander’s intent is being executed properly.

Challenges and Course Corrections

Implementing Commander's Intent is not without its challenges. It is not like the leader intends, and things materialize magically in the organization. Leaders will face misinterpretation, missed executions, misrepresentations, resistance to autonomy, difficulty in balancing flexibility with consistency, and a hundred other issues in the process. Good leaders periodically review the intent’s relevance and adjust it as necessary. They also maintain open communication channels and encourage ongoing dialog about the intent and its application. They offer timely feedback on decisions and actions, reinforcing alignment with the intent. None of this is to say that there will be no missteps in the process. Good leaders use missteps as learning opportunities to refine their understanding of the intent. By continually supporting, training, and providing additional support to plug any gaps in understanding, they ensure that intent is executed successfully for the benefit of the organization.

In an increasingly complex and fast-paced world, providing clear direction while allowing for flexible execution is a critical leadership skill. Commander's Intent offers a robust framework for achieving this balance.

By mastering the formulation, communication, and execution of intent, leaders can guide their organizations toward success while fostering innovation and adaptability. As we continue to explore the language of leadership in future articles, we'll delve into other key concepts and techniques that can enhance a leader's ability to inspire, guide, and achieve remarkable outcomes. The journey of leadership is ongoing, and mastering communication is a vital companion on this path.

Military historian Martin van Creveld sums it up elegantly -

Uncertainty is the very essence of war, and it is in the fog of war that the commander's intent becomes most crucial.