Tags: Leadership, Surface Warfare
When does a leader need to backoff – and when does a leader need to get in to fine-granularity leadership? The more senior a leader gets – what is a constructive level of detail?
This time around this habit gained steam with “Intrusive Leadership” and the belief in that if we have a long enough shafted screwdriver with a finely engineered head, then by-golly we can get things right!
Is it people or process? A bit of both? Perhaps. Is it required, or is it simply one leader’s reaction to D&G higher up?
After awhile, even the best “Intrusive Leadership”/micromanaging/helicopter-leadership/etc reaches a point of diminishing returns by either excessive detail or context. Those at the receiving end feel frozen from action and look for a point of pivot where they can get some relief, while those at the giving end believe that the more they do of the same, the further away from what is needed they find themselves. Everyone is frustrated, and results suffer.
This week over at my homeblog, we’ve had a little fun with CNSL’s SHIPS ROUTINE message, but in all seriousness shouldn’t one ask; is this an efficient and effective way of doing business at that level?
It brings up two broad questions; are we excessively micro-managing our leaders from the highest levels, and are we making prudent use of Record Message Traffic?
As I understand it, the message we highlighted is just one of a series that’s been getting rolled out this summer (the first being about small arms), and the messages are just the *highlights* from the upcoming re-publication of SURFLANT Regulations. It is a good thing to update and clarify how things should be done … but do we really need CNSL to put out a messages (as opposed to regulations promulgated via different means) that prescribes details so minor they wouldn’t even make it in to the POD? Is that a good habit for others to copy?
ALL COMMODES, URINALS, SINKS, SHOWERS, AND DRAINS MUST BE CLEAN AND OPERABLE. SHOWER CURTAINS, MATS, BULKHEADS, AND DECKS MUST BE CLEANED AND SANITIZED TO PREVENT MILDEW.
We call it “Record Message Traffic” or “Messages,” but I always preferred the Royal Navy “Signals” – mostly because it frames the medium better. There should be very few “signals” – and those that exist should be short, direct, and of such importance that other delivery methods are inadequate – otherwise the important things get drowned out in the signal-to-noise ratio.
When, as leaders, do we get too far in to the weeds to the point that we can’t do our jobs because we are too busy doing others’ job? When is too much – just too much?
Well, as one of my commenters pointed out – when in doubt, benchmark the best. At the beginning of the year that would end with our nation in a World War, Admiral Ernest J. King, USN, then CINCLANT, put it well;
Subject: Exercise of Command — Excess of Detail in Orders and Instructions.
1. I have been concerned for many years over the increasing tendency — now grown almost to “standard practice” — of flag officers and other group commanders to issue orders and instructions in which their subordinates are told “how” as well as “what” to do to such an extent and in such detail that the “Custom of the service” has virtually become the antithesis of that essential element of command — “initiative of the subordinate.”
2. We are preparing for — and are now close to — those active operations (commonly called war) which require the exercise and the utilization of the full powers and capabilities of every officer in command status. There will be neither time nor opportunity to do more than prescribe the several tasks of the several subordinates (to say “what”, perhaps “when” and “where”, and usually, for their intelligent cooperation, “why”), leaving to them — expecting and requiring of them — the capacity to perform the assigned tasks (to do the “how”).
3. If subordinates are deprived — as they now are — of that training and experience which will enable them to act “on their own” — if they do not know, by constant practice, how to exercise “initiative of the subordinate” — if they are reluctant (afraid) to act because they are accustomed to detailed orders and instructions — if they are not habituated to think, to judge, to decide and to act for themselves in their several echelons of command — we shall be in sorry case when the time of “active operations” arrives.
4. The reasons for the current state of affairs — how did we get this way? — are many but among them are four which need mention: first, the “anxiety” of seniors that everything in their commands shall be conducted so correctly and go so smoothly, that none may comment unfavorably; second, those energetic activities of staffs which lead to infringement of (not to say interference with) the functions for which the lower echelons exist; third, the consequent “anxiety” of subordinates lest their exercise of initiative, even in their legitimate spheres, should result in their doing something which may prejudice their selection for promotion; fourth, the habit on the one hand and the expectation on the other of “nursing” and “being nursed” which lead respectively to the violation of command principles known as “orders to obey orders” and to that admission of incapacity or confusion evidenced by “request instructions.”
5. Let us consider certain facts: first, submarines operating submerged are constantly confronted with situations requiring the correct exercise of judgment, decision and action; second, planes, whether operating singly or in company, are even more often called upon to act correctly; third, surface ships entering or leaving port, making a landfall, steaming in thick weather, etc., can and do meet such situations while “acting singly” and, as well, the problems involved in maneuvering in formations and dispositions. Yet these same people — proven competent to do these things without benefit of “advice” from higher up — are, when grown in years and experience to be echelon commanders, all too often are not made full use of in conducting the affairs (administrative and operative) of the several echelons — echelons which exist for the purpose of facilitating command.
6. It is essential to extend the knowledge and the practice of “initiative of the subordinate” in principle and in application until they are universal in the exercise of command throughout all the echelons of command. Henceforth, we must all see to it that full use is made of the echelons of command — whether administrative (type) or operative (task) — by habitually framing orders and instructions to echelon commanders so as to tell them ‘what to do’ but not ‘how to do it’ unless the particular circumstances demand.
7. The corollaries of paragraph 6 are:
(a) adopt the premise that the echelon commanders are competent in their several command echelons unless and until they themselves prove otherwise;
(b) teach them that they are not only expected to be competent for their several command echelons but that it is required of them that they be competent;
(c) train them — by guidance and supervision — to exercise foresight, to think, to judge, to decide and to act for themselves;
(d) stop ‘nursing’ them;
(e) finally, train ourselves to be satisfied with ‘acceptable solutions’ even though they are not “staff solutions or other particular solutions that we ourselves prefer.”
One does wonder how Admiral King would react to the goings-on in our Navy. A man whose own daughter stated,
… her father was “the most even-tempered man in the Navy. He is always in a rage.”
Odds are, he wouldn’t take kindly to retired CDRs commenting on his messages. Good odds, methinks.
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