Our Blog - Examining the Current Issues
Every day our Cohort Team works to develop automated tools streamlining command and staff processes to give leaders back their time. However, as leaders, we recognized it is just as imperative to ensure ongoing dialogue regarding current issues. Welcome to the Cohort blog where we seek to identify, explore, and discuss common challenges junior leaders grapple with daily (follow our social media links at the bottom of the page to get weekly updates).
20AUG24 - Time-saving Leadership Tools
Time-saving Leadership Tools
Company commanders routinely manage 23 separate administrative processes encompassing 150 actionable requirements with timelines spanning 24 hours to 2 years throughout their command time.
Let’s talk about the importance of time-saving tools in leadership. One of the biggest challenges for young leaders and company commanders is managing their time in conjunction with the onslaught of mission driven, higher directed, and regulation dictated requirements. Every commander understands that even when their team consists of the most talented leaders with the best resourcing and most extensive training, time will always be a limiting factor.
During the Revolutionary War, commanders had to rely on runners to deliver updated information on troop movements and supply lines, now we live in a world where the fastest internet connection may be the difference between acting before your adversary or acting too late. Hence, why time-saving tools are essential for leaders as they enhance decision-making by providing quick access to critical information, allowing leaders to focus on the strategic rather than the routine.
Let’s break this down further and examine the full impact of these tools:
- Enhanced Decision-Making – Leaders often need to make quick and informed decisions. Time-saving tools help them access relevant information and analyze data swiftly, allowing for timely and well-informed decisions that can significantly impact an organization.
- Increased Productivity – Time-saving tools streamline repetitive tasks, reduce administrative burdens, and automate processes. This enables leaders to focus on high-priority, strategic activities rather than getting bogged down by routine work.
- Better Resource Management – Leaders are responsible for managing resources, including time, money, and personnel. Efficient tools help them allocate these resources more effectively, ensuring that projects stay on track and goals are met without unnecessary delays.
- Improved Communication – Tools that save time often enhance communication by providing quick and clear channels for sharing information. Leaders can disseminate instructions, updates, and feedback faster, ensuring that teams remain aligned and responsive to changes.
- Reduced Stress and Burnout – Leadership roles come with significant responsibilities, and the pressure to perform can be intense. Time-saving tools help alleviate some of this pressure by making tasks easier to manage, reducing the likelihood of stress and burnout.
- Agility and Adaptability – In fast-paced environments, the ability to adapt quickly to changing circumstances is vital. Time-saving tools allow leaders to be more agile, quickly pivoting strategies or operations in response to new challenges or opportunities.
- Higher Morale – When leaders are efficient, they set a positive example for their teams. Service Members are more likely to be motivated and satisfied when they see their leaders managing time effectively, which can improve overall team morale and productivity.
- Strategic Focus – Leaders are often the visionaries of an organization. By using time-saving tools, they can dedicate more time to strategic planning and long-term vision, which is essential for guiding the organization towards its goals.
In recognition of these challenges, our team began development of Ordo and GuideOn back in 2021. Ordo is the only consolidated regulatory reference tool made by company leaders for company leaders. GuideOn takes command to the next level by automating command and staff processes through tailored workflows and calendar integration. Join our Cohort tests to help us refine and build on these important time-saving leadership tools.
12AUG24 - Information Transparency
Information Transparency
While discussions on transparency in leadership often focus on ethical and personal transparency, there’s another critical type—**information transparency**—that plays a key role in effective leadership, particularly for junior leaders. Information transparency refers to the clarity, accessibility, and ease of understanding of the vast amounts of technical and administrative data that leaders must navigate from the very beginning of their careers.
Despite advancements in leadership development and support, the early stages of a junior leader’s career often remain a daunting “sink or swim” period. New leaders are frequently thrust into unfamiliar environments where they are expected to quickly adapt, understand a complex web of regulations and policies, and effectively manage their teams—all while projecting confidence and strength.
- Navigating Complexity:
Junior leaders are often confronted with an overwhelming amount of information from day one. They must quickly familiarize themselves with a variety of regulations, policies, and procedures that govern their work environment. This can be particularly challenging if the information is dense, poorly organized, or lacks clarity.
- Balancing Leadership and Learning:
At the same time, new leaders are expected to step into their roles with confidence, even when they’re still learning the ropes. They must lead their teams effectively, make decisions, and solve problems—all while mastering the administrative and technical details of their roles. This balancing act can be incredibly stressful and may leave junior leaders feeling isolated or unprepared.
- Projecting Confidence Under Pressure:
One of the key expectations placed on new leaders is to project confidence and strength, both to inspire their teams and to establish their authority. However, the pressure to appear confident can be at odds with the steep learning curve they face. This expectation can create a high-stress environment where junior leaders might struggle internally, even as they strive to maintain an outward appearance of composure and control.
Our team at Cohort XIII is focused on addressing the transparency challenges that junior leaders face by developing digital tools designed to support them at critical moments. **Ordo** consolidates hundreds of commonly referenced Army guidance documents into a unified database, providing true information transparency for our leaders. **GuideOn** enhances command effectiveness by automating command and staff processes through tailored workflows and calendar integration, enabling leaders to better understand and navigate administrative requirements.
Information transparency is vital for effective leadership, especially for junior leaders navigating complex environments. Despite advancements, the early stages of a leader’s career often involve overwhelming challenges and a steep learning curve. At Cohort XIII, we’re addressing these challenges with tools like **Ordo**, which consolidates key Army guidance into a unified database, and **GuideOn**, which automates command processes to ease administrative burdens. These tools are designed to empower new leaders by providing the clarity and support they need. We invite you to join us in adopting these solutions to help our leaders succeed from day one.
29JUL24 - The Essence of True Leadership
The Essence of True Leadership
I attended a peer’s change of command ceremony several years ago. During the outgoing speech, my fellow officer spent almost the entire monologue recounting his personal accomplishments. Most commanders highlight their achievements by emphasizing the actions and successes of their soldiers. Even the most toxic and egotistical officers usually have the common sense to do this. However, my peer seemed shockingly unaware of this norm, unaware of the sentiment of his formation against him, and unaware that his final speech underscored the very reason he had failed as a leader.
As leaders, it’s imperative we learn the importance of using “we” more than “I.” Leadership is not just about individual accomplishments but about the collective success of the team. By supporting and mentoring our subordinates, we build a stronger, more cohesive unit. When leaders take the time to recognize and develop their soldiers, they foster a sense of belonging and purpose within the team. This not only boosts morale but also enhances overall performance and readiness.
Effective leadership involves acknowledging the contributions of every team member and celebrating their successes. Soldiers want to work for leaders who see their potential, invest in their growth, and appreciate their efforts. When leaders show genuine appreciation and provide opportunities for professional development, they inspire loyalty and dedication. This creates an environment where everyone feels valued and motivated to give their best.
Conversely, when leaders display a lack of appreciation and awareness for the sacrifices and talents of their team, they undermine the very foundation of trust and respect that is essential for unit cohesion. A leader who fails to recognize the importance of their soldiers’ contributions risks creating a toxic atmosphere where individuals feel unappreciated and undervalued. This can lead to decreased morale, reduced performance, and ultimately, the disintegration of team cohesion.
Effective leadership is about putting the team first, recognizing and celebrating the contributions of each member, and fostering an environment of mutual respect and appreciation. By doing so, leaders can build strong, resilient teams that are capable of achieving great success together.
22JUL24 - Leadership Stereotypes
Leadership Stereotypes
Bottom Line: A former battalion commander once told me he couldn’t tell if I was a “duck,” implying I didn’t fit the stereotypical mold of a good Army leader. This highlights the importance of challenging traditional perceptions and recognizing diverse leadership qualities. Embracing diversity in leadership styles can lead to a stronger and more resilient organization, as exemplified by one particular historical leader…Eleanor Roosevelt.
“I couldn’t tell if you were a duck.” This unexpected statement was once made to me by a former battalion commander. The Army has long held a deeply ingrained stereotype of what a good leader should look like: young, male, fit, and charismatic. Junior officers who did not fit this mold were often assumed to have less potential. Essentially, my former boss was saying that when he met me, I did not swim, quack, or walk like a duck, so he could not tell if I was one. In other words, he could not tell if I was a good officer. Fortunately, he kept an open mind and evaluated my leadership style and performance instead of making assumptions.
As current and former military leaders, we have a responsibility to mentor and develop the next generation. Part of this duty involves challenging old perceptions and stereotypes, recognizing that leaders do not fit a pre-conceived mold, and advocating for change. History is full of examples of unrecognized and unanticipated leaders rising to the occasion in times of crisis. One such example is former First Lady Eleanor Roosevelt.
Eleanor Roosevelt, the longest-serving First Lady of the United States, was reportedly reserved, considered herself an “ugly duckling,” and was emotionally dismissed by her mother. However, after marrying President Franklin Delano Roosevelt, she became increasingly active in politics. Following FDR’s illness, she frequently campaigned and gave speeches on his behalf. During her twelve years at the White House, she redefined the role of First Lady, leading community projects, advocating for civil rights, and serving as a delegate to the United Nations General Assembly. Although she was not raised to be a leader, she rose to the challenge and set an enduring example.
Eleanor Roosevelt’s journey from a shy and self-doubting individual to a unexpected leader demonstrates that true leadership often emerges in unpredicted ways. Her story underscores the importance of looking beyond superficial attributes and recognizing the potential within each individual.
In today’s military it is essential to foster an environment that values diversity in leadership styles and backgrounds. By doing so, we ensure that we are not overlooking capable leaders who may not fit traditional stereotypes. Instead, we should focus on the qualities that truly matter: integrity, dedication, and a willingness to learn.
As leaders, it is our duty to mentor and support the next generation, helping them to develop their unique strengths. This requires us to challenge our own biases and remain open to different approaches to leadership. By embracing diversity and fostering an inclusive environment, we can create a stronger and more resilient organization.
In conclusion, leadership is not defined by a specific set of characteristics or a particular mold. It is defined by the ability to inspire, guide, and support others. By recognizing and nurturing diverse leadership potential, we can build a better future for our organizations and our society. Just as Eleanor Roosevelt rose to the challenge and redefined what it meant to be a leader in her time, we should mentor and develop the leaders of tomorrow, regardless of whether they quack like a duck or fir our pre-conceived stereotype.
15JUL24 - Developing a Decision-Making Methodology for Junior Leaders
Developing a Decision-Making Methodology for Junior Leaders
Bottom Line: Junior leaders benefit from input and guidance from experienced peers and subordinates to develop effective decision-making skills. They should establish a personalized methodology that includes handling adversity with open communication and continuously reassessing their perspectives for growth and adaptability. This approach prepares them to lead confidently and effectively in challenging situations.
Junior leaders often find themselves in high-pressure situations with limited real-world experience. To navigate these challenges effectively, it is crucial for them to develop a robust decision-making methodology. This approach should encompass listening and leveraging input from peers and subordinates, crafting a personalized decision-making process, becoming comfortable with receiving bad news, and continually questioning their own perspectives.
Listening to and leveraging the input and experience of peers and subordinates is a critical first step for junior leaders. For instance, a newly appointed platoon leader might follow the guidance of a seasoned platoon sergeant closely during their initial months. This practice ensures that the junior leader operates within the established boundaries of authority while gaining valuable insights and building confidence. Good leaders surround themselves with knowledgeable advisors and staff who are unafraid to share their expertise.
Creating a decision-making methodology involves establishing core priorities, identifying knowledge gaps and biases, and implementing performance assessment checks. While there is no one-size-fits-all approach, junior leaders should focus on developing a personalized and deliberate decision-making process that can continue to be refined with time and experience.
Recommended Decision-Making Methodology:
– Identify Core Priorities: Determine what factors are most important for your decisions (e.g., mission success, team safety, resource allocation).
– Recognize Knowledge Gaps and Biases: Develop filters to identify areas where you lack information or might be biased.
– Establish Performance Checks: Regularly assess the outcomes of your decisions and adjust your methodology as needed.
Leaders must also be able to handle bad news without reacting negatively. Negative reactions can lead subordinates to hide or ignore issues, which ultimately obstructs team performance and operational success. Emphasizing open communication and a problem-solving mindset helps build trust and ensures issues are addressed promptly.
Lastly, effective leaders must constantly reassess their own perspectives and remain open to new ideas. Engaging in professional development forums, reading relevant articles, and participating in healthy discussions can broaden a leader’s knowledge and promote ongoing growth. This practice fosters introspection and adaptability, essential qualities for effective leadership.
Ultimately, developing a decision-making methodology is crucial for junior leaders as they navigate their roles with limited experience. By listening to experienced subordinates, creating a personalized decision-making process, fostering open communication, and continually reassessing their perspectives, junior leaders can build the confidence and skills necessary for effective leadership. This approach not only enhances their decision-making capabilities but also prepares them for greater responsibilities in the future.
09JUL24 - Cultivating Leadership: Embracing Perspective, Practice, and Mentorship
Cultivating Leadership: Embracing Perspective, Practice, and Mentorship
Bottom Line: Leaders must recognize their viewpoints and actively seek opportunities to gain experience through repeated practice.
A few weeks ago, our team had an avid discussion with a retired senior leader regarding the recently published “Be All We Can Be: Reclaiming the Army Identity” article from the War Room.
The War Room article argues that the U.S. Army’s recruiting crisis stems from an identity issue rather than merely eligibility constraints. The author suggests that the Army needs to emphasize traditional values such as service, adventure, and growth to attract recruits. They recommend maintaining high standards and tailoring advertisements to highlight the intrinsic motivations of service, camaraderie, and challenge. The piece advocates for portraying the Army as an extraordinary path for those striving to serve their nation.
For the full article, follow this link https://warroom.armywarcollege.edu/articles/all-we-can-be/.
During our discussion, the retired leader expressed frustration with the junior leader’s perspective, perceiving the views in the article as somewhat naïve. The retired leader acknowledged the article’s valid points but felt it overlooked significant historical challenges. This discussion highlighted the inherent difficulties junior leaders face as they identify, grapple with, and strive to progress without the extensive experience and expertise that senior leaders often forget can be hard earned. This brings into focus three key aspects of these challenges for junior leaders: the subjective nature of perspective, the time and practice required to make informed decisions, and the crucial role of senior leaders in fostering the development of junior team members.
Firstly, perspective is subjective. Every leader brings a unique perspective shaped by personal experiences and biases. It’s essential for leaders to recognize their own lenses and potential biases. Effective leaders should be able to identify when their perspective is skewed and have the humility to adjust their perceptions accordingly.
Secondly, learning to make the right decision takes time and practice. Decision-making is a process that requires time, practice, introspection, and mentorship. Leaders often say it’s better to make any decision than to succumb to indecision. Even if a decision is not optimal, it allows for direct action and subsequent learning. Understanding and embracing this process, rather than expecting immediate perfection from developing leaders, is crucial.
Lastly, developing junior leaders should be a key focus. Junior leaders are the future of any organization. Mid-grade and senior leaders must focus on developing and guiding rather than criticizing. By following the example of US Navy Captain David Marquet, as highlighted in his book Turn the Ship Around, leaders should enable junior leaders to make independent decisions within their mission scope. Encouraging leaders to leverage their understanding of history and command guidance to identify and execute the best actions fosters growth. Criticizing and discouraging initiative can hinder the development process and damage morale.
Ultimately, the candid discussion emphasized the importance of self-awareness, the value of the decision-making process, and the necessity of nurturing junior leaders for future leadership roles.