Organizational Leadership: Insights and Principles from 27 Years of Military Service

Preface: As you delve into my reflections on leadership, remember that they are tinted by my own journey— crafted from encounters, teachings, and bonds formed with remarkable individuals. My narrative, with its stints in combat and moments of intensity, remains but one voice among the rich tapestry of military tales. Many have faced challenges far surpassing mine. I share these insights not as definitive wisdom but as a humble addition to the expansive dialogue on leadership. A glimpse from one Service Member, hoping to resonate with your own experiences.

Introduction

Only ten days after my 18th birthday, I felt like I'd landed on another planet. It was October 5th, 1995, and I was standing on the grounds of Naval Station Great Lakes, marking my first day of United States Navy Bootcamp. Interestingly, this also happened to be my very first flight experience. Growing up in the humble surroundings of the Southside of San Antonio, Texas, the decision to join the military wasn't just about wearing the uniform. For me, it was a gateway: a way to escape the limitations of my upbringing, earn educational benefits, explore the world, instill discipline, and, most importantly, proudly serve my country. Little did I realize then that this day would herald the start of a 26-year journey serving not just in the U.S. Navy but also in the U.S. Army and the Army National Guard.

Throughout the trials and tribulations of my career, several truths crystallized for me. Success was either about accomplishing the mission or gleaning invaluable lessons from the attempt. I embraced the philosophy that the dedication put into one task should be reflected in all endeavors. Often, I found that when collaborating with others, a collective consensus yielded the most effective solutions, reminding me to value every voice in the room. Among the myriad of lessons I've assimilated, one stands out: leadership is the ultimate force multiplier in any setting where people and purpose converge. This journey also ignited a passion in me for the subtleties of organizational leadership, pairing the thrill of mission accomplishment with the joy of forging enduring relationships.

In the Infantry, we swear by our Principles of Patrolling. Mastery of these principles — from planning and reconnaissance to control, security, and the application of common sense — ensures the safety of a team, whether on foot or in vehicles, across any global terrain. While the principles enumerated below aren't exclusively crafted for combat, their intent leans towards broader applicability. I am confident of their adaptability across both military and corporate landscapes. I invite you to contemplate how they might enhance value in your distinct scenarios or address leadership challenges you currently navigate. As emphasized in the preface, these principles echo the insights of just one service member. They are, at their essence, versatile guidelines fit for diverse situations.

Ten Organizational Leadership Principles

#1: Everything Starts with Trust

At the heart of leadership lies the ability to influence individuals to achieve shared goals while fostering an environment of trust. Indeed, mutual trust is the cornerstone of any thriving organizational culture.

Trust is both complex and powerful. When you possess the trust of your colleagues, even the most formidable challenges seem more surmountable. I've frequently remarked: "If you understand and appreciate the 'why,' the 'what' and the 'how' are easy." Yet, the sentiment can also be expressed as, "With mutual trust established within a team, the 'what' and the 'how' seamlessly fall into place."

Here are some guiding standards to cultivate and safeguard trust in professional relationships:

• Consistency in Word and Action:?Do what you say, and say what you do. Maintain your integrity and set the standard by leading by example. Fulfill all commitments. When circumstances shift—rendering prior agreements obsolete—dare to communicate the altered course to those impacted, providing transparency about the changes.
• Genuine Care for the Team:?President Theodore Roosevelt wisely noted, "No one cares how much you know until they know how much you care." To gain your team's trust, prioritize their welfare, demonstrating genuine concern. This principle applies to one-on-one relationships, too.
• Multidirectional Trust:?Trust isn't just about your subordinates—it's also crucial with your superiors. Accountability, consistency, effectiveness, and open communication form the foundation of a trust-filled relationship with leaders. Speak your truth when necessary, but once a decision is reached, fully support and execute it.
• The Power of 'Why':?As Simon Sinek insightfully put it, "People don't buy what you do, they buy why you do it." Regularly articulate the rationale behind your mission. When you're transparent and genuine about your convictions, individuals with aligned values will be drawn to your vision and find trust in your beliefs.
• Unselfish Service:?As a leader, a large portion of your role is to uplift the organization and its members. Prioritize service, keeping others' well-being at the heart of your actions. Don't fixate on immediate outcomes; when you nurture your team, success will naturally follow.

#2: Strategic Goals Drive Tactical Decisions

In daily operations, decisions should be made with the overarching strategic goal in sight, no matter how routine. Play the long game, leaning towards establishing robust systems and processes rather than opting for a temporary band-aid solution.

The entire team must ardently adopt a growth mindset for this principle to be effectively implemented. When rooted in strategic objectives that propel incremental progress, tactical choices become the cornerstone of this methodology. The team's collective dedication to this principle sets the wheels in motion, fostering the momentum required to drive continuous improvement. This momentum, crucial for maintaining excellence, thrives on a foundation of mutual understanding, trust, and ongoing communication.

?Example:?

Strategic Goal:??Elevate the organization's efficiency across all quantifiable performance areas.

?Tactical Decisions:?

• Cultivate a culture across divisions that empowers front-line leaders to make decisions aligned with the organization's core values and objectives.
• Enhance leadership competency by organizing routine professional development sessions. These sessions should be platforms to solidify common understandings and articulate the intent of senior leaders.
• Consistently champion a professional, disciplined, and accountable work atmosphere.
• Advocate for team members to lead holistic lifestyles, emphasizing physical, emotional, spiritual, and familial wellness.
• Structure your teams to ensure an optimal span of control. This guarantees balanced responsibilities across leadership roles, ensuring everyone manages a proportionate share of the overall tasks.

As a leader at the helm of an organization, it's vital to check if you're steering in the right direction periodically. Ask yourself: Does the team's current focus align with short-, mid-, or long-term strategic objectives? If so, press forward. If not, pause, re-evaluate, and realign your efforts accordingly.

#3: Culture Trumps Strategy

As a leader, you set the tone for your organization's culture. Leaders should foster a culture infused with discipline, professionalism, and accountability in all endeavors. One should aim to address and resolve disagreements or conflicts at the grassroots level. Remember, growth does not reside within the comfort zone; hence, continuous improvement should be the norm.

Fundamentals:

Discipline: Uphold discipline within your team or unit. The team's behind-the-scenes efforts are reflected in public achievements. The consistency of your actions speaks volumes. While actions carry consequences, we should ensure fairness prevails and that good order and discipline are expected across the entire institution.

Professionalism: Do not accept unprofessional behavior. Set the tone by exemplifying professionalism in your actions. Tom Landry once said, “You get what you demand; you encourage what you tolerate.” No more accurate was it then than it is now.

Accountability: Embrace extreme ownership (a nod to Jocko Willink ) for everything that transpires—or fails to—within your team or division. Foster a culture where each member upholds this principle, taking responsibility for issues at every organizational level.

Key Concepts:

Address and resolve conflicts at the grassroots: Endeavor to resolve challenges at their inception and expect the same from leaders in your purview. Once competence, shared understanding, and trust have been established, give the authority to handle situations at the lowest echelon judiciously.

Comfort zones don't foster growth: Pursuits of value often demand sacrifices, sometimes short-lived discomfort or challenges. Embracing these challenges paves the way for development. We must neither shy away from nor fear discomfort.

Pursuit of continuous improvement: Strive for betterment daily as individuals and as a collective. Consistently enhance your defenses or strategies; the slightest improvement might be a game-changer.

Establishing or refining an organizational culture is among the most challenging leadership tasks. Yet, when executed right, it streamlines many subsequent endeavors. A robust and healthy culture can compensate for deficiencies in numerous other facets.

#4: Keep the Plan Simple

Simple plans provide clarity within complex situations. Keeping the plan both simple and agile is the objective. Greg McKeown, in his seminal work "Essentialism: The Disciplined Pursuit of Less but Better," argues that this simplicity is pivotal for any team, business, or leader.

Here are compelling reasons why a simplified plan is essential for you and your team when aiming for a successful outcome:

• Flexibility: As we will highlight in Principle #8, "Murphy Gets a Vote", overcomplicated plans leave little room for maneuverability. A simple plan provides the necessary latitude for quick, real-time adjustments at the team level, enhancing organizational agility.
• Shared Understanding: Complex plans are difficult to articulate across hierarchical structures. It's essential for the executing team to fully grasp the leader's intent and the indicators of success. Likewise, senior leaders should find it easy to understand and endorse a straightforward plan.
• Empowered Decision-Making: Simplicity in planning eases the burden of real-time decisions. With fewer variables to consider, a simple plan featuring a clear end state and key tasks enables frontline leaders to execute effectively.

Example: "After consolidating forces on the drop zone, move swiftly to disrupt enemy activities while securing key objectives. Keep leadership updated on your progress throughout the mission." Straightforward, clear for the team to grasp, and promotes extensive decentralized decision-making.

#5: Emphasize Leader Development

One of a leader's fundamental roles is to foster subordinates' growth continually. If you aren't actively doing this, you overlook an essential aspect of leadership. For an organization to stay relevant and competitive over time, it must nurture and retain its most promising talents. As a leader, this is your responsibility.

A robust Leader Development Program commences with leaders assertively conveying their core beliefs and the reasons behind them. To echo Simon Sinek 's words, "People don't buy what you do; they buy why you do it." Here's my take on leadership and its significance:

Leadership is influencing individuals to attain shared goals collaboratively, all the while cultivating trust. True leaders shun excuses, recognizing that they don't absolve them from responsibilities. It's paramount for leaders to assume accountability for their missions, fostering an environment that supports decentralized decision-making and execution by subordinates. The twin pillars of character and competence are a leader's most precious traits. Holding a leadership position is both an honor and a responsibility.

My rationale for this leadership perspective, particularly in the context of my profession:

In our esteemed institution of selfless service - the military - we owe a profound duty to those who have willingly chosen to defend our freedoms. We bear the trust of the American populace, obligated to uphold our professional commitments with discipline, honor, and courage. Our citizens, complemented by the organization's senior leadership, entrust us with their faith. They expect us to remain prepared, to care for those under our watch, and to execute our roles effectively, regardless of the challenges ahead. As leaders on this team, we'll uphold this trust and aim to exceed their expectations.

Leader development can be likened to a 45-minute workout session; it might never seem convenient. However, it's essential to carve out time for it. The silver lining is that even modest investments in development can yield significant results. Moreover, today's efforts compound those of yesterday. The immediate and transformative impact of leadership training on an organization is its most rewarding aspect.

Whether guiding your team on the significance of redundancy in planning or aiding them in navigating professional challenges, every bit of leadership development is invaluable.

#6: Let Go of the Horses

Enhance your organization's strategic direction by embracing judicious divestiture. Persisting on the status quo due to inherent bias dissipates resources, misses potential opportunities, and dampens morale. The trappings of comfort and the familiar often lead to stagnation and inefficiency. It's essential to remain objective, taking bold steps when needed to innovate.

This principle seems straightforward, but it merits further exploration. Anyone familiar with military operations would have encountered the adage, "Do routine things routinely." This mindset is pivotal for organizations aiming for sustained excellence, as we will discuss in Principle #10. Yet, as leaders, we must perpetually reassess which 'routine things' have outlived their relevance.

Consider these principles when reflecting on maintaining organizational efficiency:

Pareto's Principle:?Commonly referred to as the 80/20 Rule or The Law of the Vital Few, this principle postulates that 80% of outcomes are derived from 20% of causes. In simpler terms, 20% of your actions will account for 80% of your results. This uneven input-output ratio should prompt leaders to assess: Where might excesses exist? Which endeavors could be minimized or eliminated to optimize outcomes?

Parkinson's Law:?This adage suggests that work expands to occupy the time allotted for completion. While primarily related to time, its applicability extends further. For instance, if a meeting is set for an hour, it lasts the entire duration. Or, if you have an expansive rucksack, you'll invariably fill it, often with non-essentials. Reflect on this when allocating time or resources. Does a team briefing require 30 minutes, or would a concise 15-minute update suffice? Leaders should constantly challenge the status quo to ensure streamlined and effective operations.

Acknowledgment: My inspiration stems from From The Green Notebook and Joe Byerly 's 2017 article titled "Let's Stop the 100-Hour Work Week: Letting the Horses Go", which also influenced the title of this principle.

#7: Hold the Line

Tom Landry remarked, "You get what you demand; you encourage what you tolerate." This statement holds as much truth today as it did then.

As a leader within any professional organization, there is a fundamental duty to uphold the profession's integrity. It is paramount to maintain good order and discipline. Unethical or immoral behavior, if unchecked, can act like a growing malignancy within a team. It demands immediate attention.

The question arises: Where do you draw the line? What demarcates the boundary between fostering team cohesion and permitting unprofessional behavior? Where's the fine line between being comfortably familiar and being inappropriately so? This delicate balance is something each leader must assess, taking into account the full context of the situation at hand. As the adage goes, "When in doubt, there is no doubt." If, as a leader, you sense someone is pushing boundaries or nearing a line of impropriety, it's essential to muster the courage to address it.

I was honored to serve alongside now Sergeant Major (Retired) Jason Broyles . He often imparted wisdom to our junior leaders, saying, "If you walk past a deficiency and don't address it, your silence effectively sets a new standard. That Soldier now believes their actions, whether right or wrong, have your implicit approval."

Ensuring everyone on the team adheres to these standards, you cultivate an environment characterized by discipline and professionalism. For some, this heightened level of accountability might be unsettling. And that's precisely the point.

#8: Murphy Gets a Vote

When guiding a firm through the rollout of a new operating system, overseeing a construction project with a tight deadline, or preparing for a military dismounted combat patrol, contingency planning becomes paramount. The adage "what can go wrong, will go wrong" resonates with many of us. And, more often than not, things go awry when we least expect them to.

Over the past 26 years, my career has spanned planning and executing military training, airborne operations, and participating in overseas deployments and exercises. Such experiences teach you the harsh reality: lack of preparation for unforeseen events can be detrimental to achieving the mission's objectives. The ultimate aim is to design an efficient and robust plan against unpredicted setbacks.

Here are some strategies to help you stay on Murphy's good side:

• Conduct a Pre-Mortem:?Before executing your plan, assemble your team and walk through every detail, anticipating potential pitfalls. A simple YouTube search for "Pre-Mortem" will yield numerous resources on this proactive approach. It's a valuable exercise, ensuring you've considered every potential stumbling block before taking action.
• Two is One, and One is None:?Always have a backup if an element is crucial. This principle applies to any component vital to your presentation, event, or mission's overall success. It's always better to have an extra at hand if ever in doubt.
• Decision Points and Alternate Plans:?Collaborate with your team to pinpoint stages in your plan where friction might occur or where decisions will be crucial. Lay down criteria for when to pivot to an alternate strategy and ensure that all the necessary arrangements are in place should that moment come.

Stan McChrystal aptly defines risk as Risk = Threat x Vulnerability. To lessen the risk associated with your strategy, brainstorm ways to pre-emptively address and minimize vulnerabilities. By mitigating these weak points, you subsequently reduce your overall risk. Adopting a proactive stance in risk mitigation and comprehensive contingency planning swings the balance back in your favor.

#9: Avoid The Disease of Victory

While I was already acquainted with the concept, my understanding deepened after delving into "The Dichotomy of Leadership" by Jocko Willink and Leif Babin . "The Disease of Victory" spotlights a danger leaders may encounter: complacency or overconfidence after achieving notable success. Such complacency can result in diminished preparedness, resistance to adapt to changing scenarios, and stagnation in pursuing excellence.

The term "Victory Disease" dates back to 1941, coined by Admiral Isoroku Yamamoto. Despite his reservations, Japan proceeded with the attack on Pearl Harbor. The aftermath of awakening this "sleeping giant" was irreversible. Military history offers myriad examples where overconfidence, arrogance, and complacency led to defeats, especially during unpredictable times.

Thankfully, this "disease" is not always fatal. As Jim Collins elaborates in "How the Mighty Fall", the initial two stages of decline are "Hubris born of success" and "The undisciplined pursuit of more." They are followed by "Denial of Risk and Peril," "Grasping for Salvation," and finally, "Capitulation to Irrelevance or Death." Crucially, Collins points out that, similar to cancer, if detected early—preferably during stages 1 or 2—the chances of recovery are significantly higher.

Here are some strategies to help safeguard against this detrimental ailment:

• Commit to the long game.
• Uphold a balanced leadership stance.
• Remain humble yet always eager for growth.
• Recognize and respect the hidden perils of success.
• Vigilantly sidestep the snare of complacency.
• Define success on your terms, not others.
• Embrace and enjoy the journey.
• Applaud and build upon incremental gains.
• Keep your primary objective or 'North Star' in clear view.
• Pursue a disciplined focus on quality over quantity.

#10: Do Routine Things Routinely

Enter the predictable eye roll.

"You're preaching to the choir," you might think. Admittedly, I shared the same sentiment when I first heard seasoned leaders declare, "Team, we need to do routine things routinely!" My initial reaction was a silent, "Groundbreaking insight, thanks!"

Yet, as I progressed into various leadership roles, the profundity of this seemingly simple mantra became increasingly evident. Much like every principle we've discussed, its applicability isn't restricted to just the military or business sectors—it holds value across all facets of life. Consistency, over time, yields results, both favorable and otherwise.?

So, how can we bolster our teams through consistent practices as leaders? Whether it's about leading by example or maintaining accountability, how can this foundational principle be maximized to yield superior results?

Below are a few considerations that I believe are pivotal for leaders aiming to harness the strength of routine:

• Recognition:?General (Retired) Gen. Paul E. Funk II (Ret) emphasizes in his 'Funk Fundamental #18: Good units do routine things routinely' that recognizing top-performing team members should be integral to our set of consistent, non-negotiable actions.
• Training and Leader Development:?No magical force is coming to train your team. It's upon you to carve out the time, or it remains a missed opportunity. Equally, leading by example has limits; continuous leader development is imperative.
• Azimuth Checks:?Even the most adept navigator can be disoriented in dense terrain. Regular azimuth checks guarantee alignment with the intended direction. Periodic team huddles to ensure everyone is rowing in sync are indispensable for maintaining the course.
• Counseling and Mentorship:?Unlike leader development, counseling, and mentorship demand a more intimate, tailored approach. Whether it's timely feedback to your immediate team or facilitating mentorship for those a tier below, this aspect is vital for your team's holistic growth and quality assurance.
• Funk's Fundamentals:?If you're unfamiliar with these, you're in for an enlightening experience. For a comprehensive video rundown from GEN (R) Gen. Paul E. Funk II (Ret) himself on each fundamental, head over to the US Army TRADOC YouTube channel and browse the playlist titled "TRADOC Commanding General."

In leadership, the mantra "do routine things routinely" underscores the importance of consistency. While seemingly simplistic, it's a foundational principle that transcends sectors. By recognizing achievements, prioritizing training, ensuring alignment, and fostering mentorship, leaders can drive tangible results. Embracing routine fosters growth alignment and paves the path to success.

Conclusion

Reflecting on this narrative, it's clear that leadership hinges on a few core elements: trust, meaningful relationships, unwavering commitment, and dedication to a purpose. Trust isn't just a word; it's the foundation that makes everything else possible. Relationships built on that trust are the bridges that help us navigate challenges and celebrate successes.

Yet, this narrative is just one lens to view leadership. While it emphasizes the power of trust and the depth of relationships in the military, I believe these principles transcend industry. As we reflect on these insights, let's always prioritize trust, cherish our relationships, lead with conviction, and stay committed to our purpose wherever our journey takes us.

Special Thanks To my wonderful wife, Lori Cordaway , for her patience and support throughout this journey.

Lieutenant Colonel (LTC) Jason Cordaway, an Active Guard Reserve member of the Texas Military Department , is currently engaged as a DoD-SkillBridge Intern at IEM . He has earned a Master of Science in Organizational Development and Leadership and is presently enrolled in the graduate program at the University of the Incarnate Word , where he is working towards attaining a Master's in Business Administration. With an impressive service span of over 27 years, LTC Cordaway has dedicated 24 years to active duty across the US Navy , 美国军队 , and the Army National Guard . His commitment is further highlighted by his six overseas deployments, supporting Operation Southern Watch and Operation Enduring Freedom. It is pertinent to note that the opinions expressed in the article are solely those of LTC Jason Cordaway and do not reflect the views of the mentioned branches of service, organizations, or IEM.