Planned Change: BE ? KNOW DO People Development (Who you ARE) INSPIRE INSPIRE Education (What you KNOW) Training (What you DO) What our nation is asking us to do is FUNDAMENTALLY CHANGE PEOPLE. [first two clicks--”planned change” and “people”] How can we break that down? A little over twenty years ago, when I started out here as a cadet, one of my heroes, --my first Tactical Officer, Major Mac Harris -- used to call us all into the dayroom and talk to us about leadership, what it meant to BE an Army Officer. Little did I know then, but Mac would go on to write the Army’s first manual on leadership, FM 22-100, and the simple framework he used with us over in the “lost fifties” would become the basis for educating an entire generation of Army Leaders. It made sense to me then, and it still makes sensetoday. “Mac” would tell us what we had to BE, KNOW, and DO [next three clicks -- “BE, KNOW, & DO”] to live up to the oath of our commission. This simple picture suggests how we might think about those three verbs in our mission statement: EDUCATE, TRAIN, and INSPIRE: 1. First, knowledge and skills ARE important,--they form a large part of the distinctive competence that is so central to our profession. 2. Second, what we KNOW and what we can DO are a large part of who we ARE. For example, “Colonel Snider is a Professor in the Social Sciences Department; he knows a lot about civil-military relations, and he also hits a long ball off the tee on the golf course.” However, Colonel Snider is much more than this. . .Who he IS is much more than what he KNOWs and what he can DO. (look at all that space outside of KNOW and DO!) People

Control Command ASSUMES WAR IS: ASSUMES WAR IS: SEEKS: ACCEPTS: (management) (leadership) ASSUMES WAR IS: Deterministic Predictable ASSUMES WAR IS: Probabilistic Unpredictable (business) (business) SEEKS: Order Certainty ACCEPTS: Disorder Uncertainty MCDP 6, Command & Control, HQ, USMC

Control Command TENDS TO LEAD TO: TENDS TO LEAD TO: (management) (leadership) TENDS TO LEAD TO: Centralization Coercion Formality Tight rein Imposed discipline Obedience Compliance Optimal decisions Ability at top TENDS TO LEAD TO: Decentralization Spontaneity Informality Loose rein Self-discipline Initiative Cooperation Acceptable decisions Ability throughout MCDP 6, Command & Control, HQ, USMC

Control Command LEADERSHIP STYLE: LEADERSHIP STYLE: APPROPRIATE TO: (management) (leadership) COMMUNICATIONS: Explicit Vertical Linear COMMUNICATIONS: Implicit Vertical & horizontal Interactive LEADERSHIP STYLE: Directing Transactional LEADERSHIP STYLE: Delegating Transformational APPROPRIATE TO: Science of War Technical/Procedural Tasks APPROPRIATE TO: Art of War Conduct of Operations (business) (business) MCDP 6, Command & Control, HQ, USMC

Avoid the Seduction of Command & Control; Instead, set the conditions for success! Accept Uncertainty Communicate Clear End State Set Left and Right Limits Distribute Intelligence Build Competency thru Solid TRAINING Build TRUST thru Shared Values Block Down Field Get Out of the Way!

Management v. Leadership Planning & Budgeting – Establishing detailed steps and time- tables for achieving needed results, & allocating necessary resources. Establishing Direction – Developing a vision of the future, often the distant future, and strategies for producing change to attain vision. Create an Agenda Organizing & Staffing – Establish structure to accomplish plan, staff that structure, provide policies, procedures, & systems. Aligning People – Communicating direction by words and deeds to all whose cooperation may be needed to achieve vision. Develop a Human network Controlling & Problem Solving – Monitoring results vs. plan, identify- ing deviations, and then planning and Organizing to solve these problems. Motivating & Inspiring – Energizing people to overcome major political, bureaucratic, & resource barriers to change. Execute Produces a degree of predictability & order, and has the potential of consistently producing key results expected by various stakeholders. Produces change, often to a dramatic degree or creates fundamentally new products or systems. Outcomes (Kotter, 1995)

Management v. Leadership Development Management Development primarily concerned with learning proven solutions to known problems typically results in a traditional TRAINING orientation towards learning Leadership Development designed to build “the capacity for groups of people to learn their way out of problems that could not have been predicted (Dixon, 1993) or that arise from the disintegration of traditional organizational structures and the associated loss of sensemaking (Weick, 1993)” where the term “capacity” refers to cognitive and behavioral complexity, which, once expanded provides for “better individual and collective adaptability across a wide range of situations.” BOTTOM LINE: Leadership development is oriented towards “building capacity in anticipation of unforeseen challenges.” (Day, 2001: 582)

Two fundamentally different ways to think about change: 1. Linear/Rational: 2. Nonlinear/Dynamic: “incremental” Old State New Transition State “transitional” Chaos ?

Leadership Management ++ + Leadership Management ++ + Leadership Your Organization You Leadership Management ++ + Leadership Management ++ + Now? Leadership Management ++ + Leadership Management ++ + Needs to be?