To start February let's just right into the business of leadership. Army Colonel (and eMMissary) Adisa King, an Infantry Officer who has commanded at the battalion level in the 101st Airborne Division at Fort Campbell, KY, invites us to reflect on what he has deemed the four "ups" of leading. In this article he argues that leaders fail to connect with their subordinates, peers, and other leaders because they fail to listen without responding, fail to remain open to new ideas, and fail to adapt to the realities.
Personal Accountability, UP front: I thought of myself as the ultimate listener, but my enthusiasm actually overwhelmed and shut others down. After participating in three feedback/leader development programs and conducting the Army’s new Colonel Command Assessment Program in October, my peers, leaders, and subordinates had consistently pegged me correctly. “Pegged with what?” you may ask. They would say that I had “lots of energy” but “sometimes my enthusiasm was overwhelming.” I became aware of these qualities as a young field grade officer in the Rakkasans and later in the Bastogne Brigade.
After multiple deployments and experiences at the highest level in the Army, I believed that I knew and understood how to lead, mentor, coach, and develop people. Why not? I had successfully made it up the ranks thus far. Unfortunately, I lacked awareness that I was actually and indirectly shutting people down. Thankfully, awareness techniques, coaching, and feedback from my Command Sergeant Major, Operations Sergeant Major, field grades, troop commanders, and first sergeants provided insights that expanded my aperture.
Shut-UP and Open-UP: One of the amazing things that could occur when a leader shuts up, without preparing and pressing to respond, is dialogue. This is nothing new; however, leaders can fool themselves in this matter. How? The head-nodding, the “that’s interesting” comments utilized to demonstrate openness, are good because these are mechanisms that prevents one’s response to change. I’m not saying there’s an underlying or manipulative intent, but what occurs next can confirm or deny a leaders’ intention.
For example, several of my troop commanders had concerns about an upcoming training event for the squadron. I invited them to my office and listened to their collective perspective using key phrases, “help me understand” or “interesting perspective.” Here’s where I struggled. My inside voice says, “What in the hell are they talking about!” “This is a very simple training event. Come on.” This is where as a leader I had to Shut-Up!
The Bold Reveal: When the commanders’ combined effort to speak to me about the training event, I realized that they were correct and the event had a blind spot. I had to kill my “little darlings” and do what author Warren Berger states in his book A More Beautiful Question states: Ask a “how might we” (HMW) question. Although I hadn’t read the book until after command, I engaged with my commanders with this type of perspective to understand different ways to accomplish the mission while meeting my intent. This “opening up” is called collaboration along the conflict continuum. “Opening up” empowers subordinates and builds trust because there is an opportunity to contribute and impact the organization. On the other hand, snapping back and shutting them down does the complete opposite.
Listen-UP: This is one of the best parts of mentorship and leadership because you can conduct “Walk-A-Bouts” to get additional perspectives besides that data from reports, write-ups, and dialogue. One of the imperatives to Listen-UP is going to where they are. Soldiers, non-commissioned officers (NCOs), and cadets will never waste an opportunity to speak to a senior leader IF the leader has created an environment of what facilitates "respectful approach." What does that mean? Maintaining customs and courtesies enhances professionalism and garners mutual respect. I can then focus on the conversation versus correcting basic standards of discipline. We can then get beyond the basics, but sometimes it just doesn't happen unless I look past standards and focus on the respectful approach. For example, several days after the George Floyd murder I was one of my many Walk-A-Bouts in the USMA mess hall as a Regimental Tactical Officer. A cadet approached me, and asked, “Sir, do you have a moment?” I responded, “Of course, what’s on your mind?” As the cadet expressed his frustration on current events and struggles at the Academy, I noticed that he hadn’t shaved and he was well overdue for haircut. As much as I wanted talk about standards, I realized that the cadet approached me respectfully and I needed to listen. After listening and giving him insights on how to reconcile current events, I took an opportunity to share my initial thoughts of when he approached me. Moreover, I thanked the cadet for having the courage to ask the question and let him know that he’d get through it with his classmates, tactical officers, and non-commissioned officers. The important take-a-way is I would have never had this engagement if I was in my office.
Follow-UP: This is the most difficult to sustain because subordinates, leaders, mentees, and mentors develop professional relationships that need nurturing. I have deleted the word “busy” from my vocabulary because it does not equate to results. Therefore, I personally focus on being “engaged” or “disengaged.” Additionally, we all have a limited amount of bandwidth. Therefore, being “dis-engaged” means that I’m resting, preparing, or re-setting in order to be effective when it is time to be “engaged.” More importantly, developing a system that enables engagement facilitates the “Follow-Up.”
For example, I designated Tuesday as “Mentor Tuesday"... a window that I reach out to mentors and mentees. The subject could range from providing or receiving updates on family, goals, experience, or asking for professional advice on a situation. Is this day exclusive? Absolutely not, however, programing this time increases the ability to do what we say in the reconnaissance world - gain and maintain contact. This engagement enhances relationships and demonstrates what matters the most: PEOPLE!
In conclusion, when leaders take the time to Shut-Up, things begin to Open-Up. It is imperative that the leader then Listen-Up to understand the current environment. In our current complex environment awareness and understanding enables the leader to respond versus react to issues or opportunities. Most importantly, the Follow-Up will empower others to get results.