Saturday, November 21, 2009

The Essence Of Great Leadership

Jack Canfield
Co-creator, Chicken Soup for the Soul series
Posted: November 20, 2009 08:47 AM

In one of my recent books, The Success Principles, I taught 64 lessons that help people achieve what they want out of life. From taking nothing less than 100 percent responsibility for your life to empowering others, these are the fundamentals to success--and to great leadership. When people ask me for the single most important principle, I share a simple formula. For years I've been teaching top leaders and thinkers in our world this formula that helps guide their decision-making and pathway to success. I don't know any successful leader who doesn't keep this on the mind daily:

E + R = O
(Events + Responses = Outcome)

The basic idea is that every outcome you experience in life (whether it's success or failure, wealth or poverty, wellness or illness, intimacy or estrangement, joy or frustration) is the result of how you have responded to an earlier event (or events) in your life. Great leaders don't just know this instinctively, but they make it a habit to respond in ways that generate the outcomes they want, even during extremely tough experiences or events seemingly beyond their control.

If you don't like the outcomes you are currently experiencing, there are two basic choices you can make:

Choice #1: You can blame the event (E) for your lack of results (O).

In other words, you can blame the economy, lack of money, lack of education, racism, gender bias, your wife or husband, your Board's attitude, your employees and colleagues, the lack of support, and so on.

No doubt all these factors exist, but if they were the deciding factor, nobody would ever succeed. And we'd have leaders without direction, focus, or solutions.

For every reason it's not possible, there are hundreds of people who have faced the same circumstances and succeeded.

Choice #2: You can instead simply change your responses (R) to the events (E) until you get the outcomes (O) you want.

You can change your thinking, change your communication, change the pictures you hold in your head (your images of the world) and you can change your behavior (the things you do). That's all you really have any control over anyway.

Unfortunately, most of us are so ingrained in our habits that we never change our behavior.

We get stuck in our conditioned responses--to our spouses and children, to our colleagues and employees at work, to our customers and our clients, to our students, and to the world at large.

You have to gain control of your thoughts, your images, your dreams and daydreams, and your behavior. Then you will realize the measurable results that you want.

If you don't like your outcomes, change your responses!

Make It a Habit to Ask for Feedback

Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes.

If you want to have a wonderful supportive relationship with your team at work, but they are angry with you for neglecting their needs as loyal employees, what do you do? Get mad at them for being upset? You can either see it as an opportunity to improve yourself and correct your behavior, or you can see it as the world ganging up on you and insulting you. Your goal of having a supportive relationship is telling you that you may have gone off course. To get back on course you listen and take the appropriate action. Open up those communication lines and act like a true leader.

So how can you become successful in dealing with feedback? The answer is to ask for it and to create a safe space for people to tell you what they are seeing. Don't be vague about what kind of information you want. Ask for it in specific terms. Ask how you are limiting yourself, how you can improve, and what it will take to get back on course. Trust your gut feeling about things, listen to what others are saying, and look at the results of your actions. Once you know the truth, you can set about taking action to improve. Everyone will be better for it.

© 2009 Jack Canfield

Jack Canfield is America's #1 Success Coach, co-founder of the billion-dollar Chicken Soup for the Soul© brand, and a leading authority on Peak Performance. If you're ready to be more accomplished and have more fun in all that you do, learn more and access a library of resources at www.FreeSuccessPrinciples.com.

Thursday, November 19, 2009

SecNav: No clemency in Iraqi murder plot

Sometimes, leadership is very hard. -NL

By Gidget Fuentes - Staff writerPosted : Wednesday Nov 18, 2009 21:36:11 EST

OCEANSIDE, Calif. — The Navy’s top civilian on Tuesday rejected a clemency request from a Marine infantry squad leader convicted of killing an Iraqi man in 2006, a case that drew two jury convictions and five guilty pleas from seven other members of his squad.

Navy Secretary Ray Mabus said he believes that Pvt. Lawrence G. Hutchins III, a former sergeant sentenced to 11 years in confinement, was the ringleader in the premeditated murder plot and attempted cover-up, and that he should complete the full sentence.

“I thought that it was a sentence commensurate with the crime,” Mabus said in a phone interview. He rejected claims that Hutchins and fellow members of his squad acted “in the fog of war” when they snatched an Iraqi man from his home in the village of Hamdaniya and executed him.
A senior Marine Corps commander already reduced Hutchins’ sentence from the jury-imposed 15 years, which Mabus said “shows greatly substantial clemency already.”
Additionally, Mabus ordered the administrative separation of three junior Marines and a Navy corpsman who had pleaded guilty to conspiracy and obstruction of justice but have remained on active duty.

He also issued a letter of censure to 1st Lt. Nathan Phan, their platoon commander at the time of the killing. Mabus directed Phan, an inactive reservist in the Individual Ready Reserve, to “show cause” and explain why he should be retained by the Corps.

A climate of violence
Much of the Hamdaniya case centered on Hutchins, whose squad was assigned to Kilo Company, 3rd Battalion, 5th Marines. He devised the plot to kill an insurgent suspected of planting roadside bombs, and led his squad to the bomb planter’s house in the early hours of April 26, 2006.

But the bomb planter wasn’t there. Four members of the unit snatched another man from the home and bound him with duct tape before all eight men dragged him to a nearby road and shot him dead beside a freshly-dug hole.

Initially, the Marines told their command that the 52-year-old man they killed, later identified as a retired Iraqi policeman, died during a firefight after they caught him prepping the hole for a roadside bomb. But it was a lie.

All eight men were eventually taken into custody while still in Iraq. They were then brought home to Camp Pendleton, Calif., in May 2006 and charged.

At Hutchins’ general court-martial in 2007, a military jury at Camp Pendleton convicted him of unpremeditated murder and conspiracy to commit murder, issuing the 15-year sentence along with a dishonorable discharge. Hutchins appealed for clemency from the convening authority, and then-Lt. Gen. James Mattis reduced the sentence to 11 years.

Hutchins has been held at the Camp Pendleton brig during his recent appellate hearings but is expected to be returned to U.S. Disciplinary Barracks at Fort Leavenworth, Kan. He will be eligible for parole in January.

Mabus reviewed transcripts and trial records in each of the eight Hamdaniya prosecutions, as well as the investigation into allegations that Phan mistreated Iraqi detainees — charges unrelated to the murder and ultimately dismissed. Phan later received nonjudicial punishment.
Mabus said the lieutenant’s command climate, however, indirectly influenced Hutchins’ actions and those of the others in the squad.

“I do think he did foster a climate of not obeying superiors’ orders, of violence toward Iraqis and that he actually set the stage for this,” Mabus said. “Leaders ought to be accountable.”

‘Completely planned’
Mabus said he was surprised to learn that the killing was “so completely premeditated, that it was not in the heat of battle, that not only was the action planned but the cover-up was planned, and that they picked somebody at random, just because he happened to be in a house that was convenient. He was murdered.”

“It wasn’t somebody coming apart under pressure. It wasn’t in the middle of action, in the middle of battle,” the Navy secretary said. “It was completely planned and completely executed. … That was disconcerting.”

Hutchins’ two team leaders — former Cpls. Trent D. Thomas and Marshall Magincalda — were convicted by military juries of conspiracy and kidnapping, and busted down to private. But the juries gave them no additional jail time.

Magincalda left the Corps at the end of his enlistment contract and received an honorable discharge. Trent’s jury gave him a bad-conduct discharge, but he remains on unpaid leave while his case is appealed.

Mabus said he was “surprised” to learn that four others — Pvts. Tyler A. Jackson, Jerry E. Shumate, Jr. and John J. Jodka, and Navy corpsman Melson J. Bacos — were still on active duty, adding that he believes their actions “weren’t keeping with the values of the Navy and the Marine Corps.”

None of the four men’s pretrial agreements with prosecutors included specific discharges.
“I thought that by leaving them on active duty, it degraded the actions of tens of thousands of other Marines and sailors who served … and didn’t act this way.”

Another junior Marine, former Lance Cpl. Robert Pennington, pleaded guilty to conspiracy and kidnapping, and, under a plea agreement, received eight years of confinement. Mattis later commuted the sentence, and Pennington left the Corps May 13 with a bad-conduct discharge.

The eight enlisted men — known locally as “the Pendleton 8” — were charged just weeks after members of another Camp Pendleton battalion were accused of killing Iraqi civilians in Hadithah. The Hamdaniya squad’s supporters claimed they were unfairly singled out for prosecution.

Mabus dismissed that notion, saying he looked at each case “on its own merits.”

Wednesday, November 18, 2009

Leadership Isn't About You

Marshall Goldsmith

This week's question for Ask the Coach:

I am having a difficult time leading my team. The team members will not follow my instructions, which I am sure would make our project much more successful. What am I doing wrong?

What you're doing wrong is very simple: you have simply forgotten that your team is more critical to the success of your project than you are.

Over the years, I have worked with many great leaders as an executive educator and coach. One client, Charlie (not his real name), in particular is still one of my favorites. He is the one who showed the most improvement — and he is the one who I spent the least amount of time with.

Charlie was president of a division with more than 50,000 employees. His CEO recognized his talents and asked me to help Charlie expand his role, provide more leadership, and build synergy across the organization. Charlie eagerly involved his team in this project. Each person took responsibility for creating positive synergy with cross-organizational colleagues. They regularly reported their efforts, learned from their colleagues, and shared what they learned. They thanked people for ideas and suggestions and followed up to ensure effective implementation.

What I find interesting is that of all the clients I have every coached, Charlie is the client I spent the least amount of time with. This inverse relationship between our spending time together and he and his team getting better was very humbling. At the end of our project, I told Charlie about this observation. "I think that I spent less time with you and your team than any team I have ever coached, yet you and your team produced the most dramatic, positive results. What should I learn from my experience?"

Charlie thought about my question. "As a coach," he said, "you should realize that success with your clients isn't all about you. It's about the people who choose to work with you." He chuckled; then he continued: "In a way, I am the same. The success of my organization isn't about me. It's all about the great people who are working with me."

What an insight! This isn't what most of the conventional wisdom of leadership dictates. Most leadership literature exaggerates, even glamorizes, the leader's contribution. The implication being that everything begins with the leader, that she is responsible for your improvement, she guides you to victory, without the leader there is no navigator.

This isn't true. An oft-quoted proverb says: "The best leader, the people do not notice. When the best leader's work is done, the people say, 'We did it ourselves.'"

Truly great leaders, like Charlie, recognize how silly it is to believe that a coach or a leader is the key to an organization's success. The best leaders understand that long-term results are created by all of the great people doing the work — not just the one person who has the privilege of being at the top.

Sunday, November 15, 2009

Leadership Lessons From Truett Cathy, Founder of Chick-fil-A

October 29, 2009 by Erik Folgate

Tonight I went with my wife to an event called “Live, Love, Lead” put on by Chick-fil-A and the entire Cathy family was there. It was a great event, and it was done very well. Like anything done by Chick-fil-A, it was done with class. I’m a big fan of the company, because I love their commitment to serving others and their out-of-ordinary business practices like closing on Sunday and choosing high-quality and high-character franchise owners and employees. The event focused on three main concepts: Your physical health, your marriage health, and your leadership skills. Here are some highlights and lessons that I took from the event.

2nd Mile is 2nd Nature

This is a customer service concept, but it applies to all of our professional lives. Many companies go the first mile to provide good customer service, but going the 2nd mile is doing something extra special. Going the second mile is pulling the chair out for a pregnant woman or refilling a customer’s drink at a quick-service restaurant. Chick-fil-A sought to make the second mile second nature, meaning they taught all of their employees that the extra special services should be automatic, not something they do every now and then. Apply this to your professional life. Do you only do what’s expected of you or do you go the extra mile to make things perfect or make your work better? Do you take pride in what you do and do you serve your clients/customers with everything you’ve got?

You cannot manage a business if you cannot manage your own household

Cathy has been married for 61 years. He is huge on always improving your marriage and never giving up on it. He believes that since no perfect people exist, no perfect marriages exist either. And if you have problems in your marriage or in your household, it will be a direct reflection on how you run a business. Your family should always come before your business. If they are not taken care of, your business will suffer, plain and simple. This also goes along with the reason he decided to stay closed on Sundays. He believes families need Sunday to spend time together, and his restaurants do better, because his employees work harder for him the rest of the week and they are refreshed for the new week.

Perseverance

Truett Cathy took a huge step in the restaurant business by opening his second restaurant, and it burned down. But, instead of filing for bankruptcy, because he didn’t have it properly insured, he put up tents with grills and continued to serve customers next to the burnt down building until he was able to pay to repair it. That’s perseverance, and that’s the will to never give up, even when the WORST happens.

He never forgot his roots

One comment that Cathy said that stuck out to me the most was when he said, “I feel blessed to have grown up in poverty”. How many people do you know that say something like that? What he meant was that growing up in poverty helped him become the man that he is today. He never takes his wealth for granted, he understands “small town America”, and it taught him life lessons that he would have never been taught if he was spoiled as a child or lived a comfortable childhood. I’m not glorifying poverty, but I thought that if more people who grew up in poverty would take that approach, we would see a true revolution in the war on poverty. Feeling sorry for ourselves will never get us anywhere. I also liked when Dan Cathy, his son and current president, said that their children must work for two years outside of the family business before they are allowed to work in the family business. The idea behind this was that the Cathy’s don’t want their kids assuming that they are automatically given a big-wig job with Chick-fil-A from a golden spoon. They want them to experience what every other college graduate experiences, finding a job on their own.

If you apply these four principles to your career and professional life, you’ll naturally succeed, because you’ll be putting yourself aside and others in front. This is how you get ahead in life, but many people think it’s the other way around. Many people still believe that they must only look out for themselves in order succeed and get ahead in their careers, but it’s a huge lie. Serve others and give back. The rewards will be three-fold.

Report: Lax leadership led to Hormuz collision

By Andrew Scutro – Navy Times
Posted : Sunday Nov 15, 2009 8:41:25 EST

The navigator was listening to his iPod during a critical evolution.

Watchstanders were known to sleep on the job.

Stereo speakers were rigged for music in the radio room.

An informal atmosphere — along with crew complacency, a “weak” command and inferior submariner skills — are named as contributors to the March 20 collision between the attack submarine Hartford and the amphibious transport dock New Orleans in the Strait of Hormuz.

And according to a heavily redacted 102-page Judge Advocate General Manual investigation obtained by Navy Times through a Freedom of Information Act request, what turned into a major embarrassment for the submarine fleet was entirely “avoidable.”

The collision happened just after midnight in calm seas as Hartford was at periscope depth and southbound, crossing the strait bound for a port call in Jebel Ali, United Arab Emirates.

New Orleans — 70 days into its first deployment — was westbound, exiting the surface transit lane of the strait. The state-of-the-art gator was entering the Persian Gulf as part of the Boxer Amphibious Ready Group.

The ships crashed as they intersected. Fifteen sailors on Hartford were hurt, none more seriously than during a typical swim call, according to the boat’s corpsman. No one on New Orleans was injured.

The crew of New Orleans “bears no fault” for the accident, the report said.

When it was all over, Hartford would take one month to limp home to Groton, Conn., on the surface, its captain and chief of the boat both fired. Today, Hartford is still undergoing extensive repairs to its bent sail, internal components and damaged bow planes at General Dynamics Electric Boat in Groton. Industry experts estimate the bill to be more than $100 million.

New Orleans suffered a 16-by-18-foot gash in its hull. It would spend 53 days in Bahrain undergoing $2.3 million in repairs while stranding embarked leathernecks from the 13th Marine Expeditionary Unit.

Problems at the top

Blame for the whole debacle lands squarely with a command team on Hartford that tolerated an “informal” atmosphere on the ship, the report said.

Cmdr. Ryan Brookhart was detached for cause and chief of the boat Master Chief Electronics Technician (SS) Stefan Prevot was reassigned to Submarine Squadron 4 in the aftermath. The navigator, executive officer and weapons officer underwent nonjudicial punishment, as did 10 sailors. Also, administrative action was taken against three direct support element members assigned to Naval Information Operations Command in Georgia as well as a fleet intelligence specialist based near Washington, D.C. The report did not explain what role they played.

The report’s final endorsement, by Fleet Forces Command head Adm. John Harvey, called the accident the result of “nearly 30 tactical and watchstander errors” in the hour before the collision. He also noted that the command failed to hold subordinates accountable, “and a high price has been paid for that shortcoming.”

Harvey also directed the submarine force to review all collisions back to the attack sub Greeneville’s fatal crash into a Japanese fisheries training boat in 2001 near Hawaii.

Vice Adm. Jay Donnelly, Submarine Force commander, spoke candidly about the mishap Oct. 28 during the annual Naval Submarine League meeting in McLean, Va.

He said the crew had just finished an intense operational phase of its deployment and “everybody let down their guard” for what was actually one of the most challenging phases, crossing the strait at periscope depth.

He also noted that more or better technology would not have helped the situation, as the sub crew knew New Orleans and another ship were nearby.

A bigger issue

The collision illustrates the force’s larger problem with contact management. An internal message sent by Submarine Force Pacific commander Rear Adm. Douglas McAneny less than a month after the collision urged commanders and commodores to boost crews’ ability to track surface contacts.

“Over several months” prior to the incident, hundreds of watchstanders were tested in their ability to understand how to analyze the movement of surface contacts. The exams yielded results of 10 percent to 15 percent passing grades among enlisted watchstanders and 60 percent of officers.

“Given the attention I have personally placed on submerged contact management in briefing the waterfronts, this is unacceptable,” McAneny wrote in the message obtained by Navy Times.

Not up to standard

At the time of the collision, the sub was southbound at periscope depth, periodically raising and lowering its periscope.

When the ships collided, the New Orleans crew felt “a shudder and rumbling.” That bridge team slowed to 3 knots and launched a small boat to look for damage. The big amphib had flooding in ballast and fuel tanks and listed “1.5 degrees to starboard.”

On Hartford, the crash caused the door of the control room to be jammed shut by a battle lantern, a fuel leak in the machinery room, and “light smoke” in that space and in the torpedo room.

The bow planes were not working and the periscopes would not rise. The towed array was retrieved and baffles cleared before conducting an emergency blow and surfacing 3,000 yards from New Orleans. It took the crew nearly four hours using “wedges and a portable hydraulic jack” to pry open hatches up to the bridge.

Blame is on Brookhart for failing to plan the “strait transit and crossing evolution,” for failing to communicate the plan, and leaving watchstanders without “the heightened risk that should have been foremost on everyone’s mind.”

But the watchstanders were not up to standard to begin with, according to the report.

Control room understanding of contact management was found to be poor enough that crewmembers “routinely failed to critically evaluate the validity” of computer-generated contact information with “raw sensor data.”

But as McAneny urged commanders to get their crews up to standard, the causes of the collision point to leadership. Brookhart, the executive officer and COB were together tagged with setting a command climate that lacked a “questioning attitude” that is expected in the submarine force and for fostering a “general level of complacency.”

It was felt by even the youngest sailors. Helmsmen — always the newest crew — told investigators they often would “slouch in their seats with one hand on the controls,” and would “take off their shoes while driving the ship.”

Sailors also reported a lax attitude in the sonar division about taking breaks.

On the night of the crash, sonar operators chatted “for the majority of the time [in the hour before] the collision.” An officer of the deck did not look through the periscope prior to the collision after taking over contact management duties.

The navigator, off-watch, was found to have been taking an engineering exam in the wardroom “while listening to his iPod,” despite the hazardous evolution underway.

Brookhart was never in the control room during any time crossing the strait, the investigators found.

Prior to the accident, speakers had been installed in the ultra-sensitive radio room “that allowed music to be played from an iPod while on watch. This was hidden from the Chain of Command.”

Perhaps most shocking was this revelation: “Many crewmembers stated there were numerous ‘known’ sleepers [five specific names were reiterated by the majority of those crewmembers interviewed]. Those personnel would routinely fall asleep [‘nod off’] on watch, and no disciplinary action was taken.”

Two of the known sleepers were on watch during the collision, the report states.

The investigating team does make a point at the end of the report to say most of the sailors on the ship were of an “absolutely superb caliber” now “hungering for effective leadership” and “eager to restore their ship’s standing.”

Saturday, November 14, 2009

An Open Letter to President Obama

There are some VERY smart people that lean this way.  I’d hate to think we are staying because of a campaign promise.  Watch Rambo III….some very ominous lines. -NL

By William R. Polk

Dear Mr. President,

Although we were separated by more than a decade, we lived a few steps apart in Hyde Park and were both professors at the University of Chicago. There I established the Center for Middle Eastern Studies and was also president of the Adlai Stevenson Institute of International Affairs. Before going to Chicago, during the Kennedy administration I was the member of the Policy Planning Council responsible for the Middle East and Central Asia. A Democrat, I was an early supporter of yours. So I hope you will accept the following analysis and proposals as being from a friend as well as a person with considerable experience on Afghanistan and Pakistan.

In recent events I see an opportunity to accomplish American objectives while avoiding a course of action that could derail plans for your presidency, just as the Vietnam War ruined the presidency of Lyndon Johnson.

According to press accounts, you are being told that America can win the war against the Taliban by employing overwhelming military power. Just like President Johnson's generals, yours keep asking for more troops. You are also being told that we can multiply our power with counterinsurgency tactics. Having made a detailed study (laid out in my book Violent Politics) of a dozen insurgencies, ranging from the American Revolution to Afghanistan, and fought by the British, French, Germans and Russians in America, Europe, Africa and Asia, I doubt that you are being well advised. When I was in government, we were told we could achieve victory in Vietnam by the same combination of force and counterinsurgency recommended by your advisers in Afghanistan. But as the editors of the Pentagon Papers concluded, the "attempt to translate the newly articulated theory of counter-insurgency into operational reality.... [through] a mixture of military, social, psychological, economic and political measures.... [were] marked by consistency in results as well as in techniques: all failed dismally."

What actually brought all the insurgencies, including the one in Vietnam, to a halt was the withdrawal of the foreigners. Some foreigners left in defeat, but others left in ways that achieved their most important objectives. I believe you have an opportunity to achieve America's important objectives in Afghanistan.

In Vietnam we never understood the Vietnamese and were defeated; so here I lay out the essential features of Afghanistan, Pakistan and Kashmir and then show how they set the context for a successful policy. I begin with Pakistan.

Pakistan has long been obsessed with Kashmir, frightened of India and favorably inclined toward its Pashtun ethnic minority. To help Pashtun "freedom fighters" in the 1979-89 war against the Soviet Union, we funneled billions of dollars into Pakistan. Opposition to the Soviet Union was our motivation, but Pakistan had a different motivation: to protect Islam. This necessarily involved it not only in Afghanistan but also in Kashmir. Since Pakistan's capital, Islamabad, is about as close to the Indian-held capital of Kashmir, Srinagar, and to the Khyber Pass, which leads into Afghanistan, as New York is to Hartford, both Afghanistan and Kashmir appear to the Pakistanis to be nearly domestic issues.

Kashmir is one of those legacies of the age of imperialism that still blight international relations. Today's problem was created in 1846, when the British sold Kashmir and its Muslim population to a Hindu who became its maharaja. Cruel and rapacious, he and his descendants were bitterly hated by Kashmiris. When the British were leaving South Asia in 1947, they assumed that because the people were mainly Muslim, Kashmir would be folded into what became Pakistan. But the maharaja opted for India. Despite a promise from Jawaharlal Nehru, then prime minister-designate of India, to Lord Louis Mountbatten, then viceroy of India, that a plebiscite would be held to ascertain the wishes of the Kashmiris, it has never been held. Ever since, the Indians have occupied Kashmir with half a million troops as a conquered enemy country. Under Indian rule, thousands of Kashmiris have been imprisoned, hundreds "disappeared" and almost everyone afflicted by lesser tyrannies. In shorthand terms, Kashmir is the Palestine of Central/South Asia. Pakistan and India have fought three wars and innumerable bloody engagements over Kashmir. The drain on the resources of both India and Pakistan has been immense. In part because of the destabilizing effects of this conflict, Pakistan has never developed a durable, coherent government. The only really solid Pakistani organization is the army. Civilian governments have been marked by massive corruption, ineptitude and fragility.

There are many reasons for Pakistan's problems, but one stands out: it is an amalgam of ethnic/cultural nations. The British ruled the Punjab and Sind directly, but sought merely to divide and weaken the Pashtuns. That was the purpose of the Durand Line, which they drew in 1893 along the mountainous frontier. The effect of the line is that today about 25 million Pashtuns live in Pakistan and roughly 14 million live in Afghanistan. The Pashtuns wanted to form an independent nation-state in 1947 but were prevented from doing so. Until its recent military campaign against the Taliban in Swat, the Pakistanis made little attempt to integrate the Pashtuns, but because of them Pakistan has always been deeply affected by Afghanistan.

Afghanistan has always baffled foreign invaders. After three attempts from 1842 to 1919 to rule it, the British gave up; at the end of a decade of costly war, the Russians did as well. Neither understood the complex social and political makeup of the country. Without doing so, we cannot hope to accomplish our objectives, so let me highlight the main points.

When I first went to Afghanistan, in 1962, to prepare a US National Policy Paper, I found a good analogy for the land and the society to be a rocky hill sliced by gullies and covered by 20,000 Ping-Pong balls. The balls represented the autonomous village-states. Politically and economically divided, they shared a common adherence to a blend of primitive Islam and even more primitive tribal custom (varying throughout the country but known in the south as Pashtunwali). During their occupation, the Russians crushed many Ping-Pong balls, but they could not defeat enough of them to win. At any given time, roughly 80 percent of the country remained outside Russian control; so the Russians won all the battles but lost the war. Afghanistan became the graveyard of the Soviet Union.

The brutal Soviet occupation shattered the Afghan social structure. Nearly one in ten Afghans was killed or died, and more than 5 million fled the country. Living wretchedly in refugee camps, mainly in Pakistan, hundreds of thousands of young Afghan men were "reshaped." Like the biblical Children of Israel after forty years in the wilderness, these Afghans emerged very different from their fathers. The new generation kept their stern code of belief, but they lost touch with the humanizing aspects of growing up in families. Living apart from mothers and sisters, many of the young men, mostly Pashtuns, were incorporated into male-only madrassas in which they were housed, fed, armed and radicalized. They emerged as the foot soldiers of the Taliban.

When they were in power, the Taliban enforced an ugly, repressive regime, but it was no worse than some other regimes in Asia and Africa. And, as we can observe, societies and regimes evolve. Look at what has happened in postwar Vietnam. No one in my time in government could have guessed that the Communist regime would evolve into a relatively open and indeed capitalistic society. In Afghanistan there are signs, still faint to be sure, that while the stern code remains intact, at least the Taliban leadership is beginning to modify its program. As I will point out, we can encourage this trend.

But as insurgents, the Taliban remain formidable foes. Our chances of defeating them are poor. Indeed, some independent observers believe they are becoming more popular while we are becoming less popular. They, and many non-Taliban Afghans, regard us, as they regarded the Russians, as foreign, anti-Muslim invaders. Moreover, they see that the government we are backing is corrupt and rapacious. Observers report that it is deeply involved in the drug trade, stealing aid money and even selling US-supplied arms to the Taliban (as the South Vietnamese government did to the Vietcong). Moreover, it is ineffective: its writ hardly runs outside Kabul. Most of the country is in the hands of brutal, predatory warlords. The Karzai government will not last long after our withdrawal--that was the fate of the Soviet puppet government there and of our puppet government in Saigon. Forced to choose between the warlords and the Taliban, Afghans are likely to choose the Taliban. As Gen. Stanley McChrystal has said, "Key groups have become nostalgic for the security and justice Taliban rule provided." Thus, we are courting long-term strategic defeat.

Even in the tactical short run, I believe, trying to defeat the Taliban is not in America's interest. The harder we try, the more likely terrorism will be to increase and spread. As the history of every insurgency demonstrates, the more foreign boots there are on the ground and the harder the foreigners fight, the more hatred they engender. Substituting drone attacks for ground combat is no solution. Having been bombed from the air, I can attest that it is more infuriating than a ground attack.

Our principal objection to the Taliban is that it has given Osama bin Laden and his immediate entourage a base of operations. The two groups, however, are very different: the Taliban are a national political organization, anchored in Afghanistan's largest ethnic group, while Al Qaeda is a loose alliance of dissidents from many countries, united only by their belief that their legitimate aims of ethnic/national self-determination and religious culture are being denied.

For us, the overlap of the two groups comes when we try to get the Taliban to surrender Osama. We have offered what to poor tribesmen is an astronomical reward for him "dead or alive." This ploy has failed. In the Afghan code of Pashtunwali, to fail to protect someone who has been given sanctuary (melmastia) is a mortal sin, so our attempts to get the Pashtuns to do this insults their sense of honor.

So what, realistically, can we do, and what can we not do? Let me be specific.

On the nuclear issue, Pakistan and India are locked together. The only effective course of action is precisely the one you've recommended: reduction of nuclear weapons everywhere, beginning with us and the Russians. Once momentum is established, we should be able to move toward regional arms control with security guarantees, economic incentives and revocation of the neoconservative-inspired first-strike doctrine. From having served on the crisis management committee during the Cuban missile crisis, I can attest that nuclear weapons anywhere are a danger to people everywhere. Your policy is literally vital to us all.

Regarding Al Qaeda, what is important to US security is not capturing Osama bin Laden but disabling him. That is achievable. Here's how: he now enjoys the protection of the Pashtuns. Melmastia is a sacred obligation, but the Pashtunwali is limited. Osama's Pashtun hosts can insist, with honor, on his stopping actions that endanger them. That could be a key element in a truce that either we or, preferably, Pakistan makes with the Taliban. From that necessary first step, we can move toward dealing with the motivations of the disparate components of Al Qaeda. Since terrorist attacks can be mounted from many places, the only effective long-term defense against them is to deal with their causes.

On the drug trade, it would be convenient if the Afghans solved our drug problem for us, but if we are realistic we must admit that drugs are ultimately our problem. Heroin is proof that market forces really do work. We can make minor adjustments, subsidizing the planting of other crops, buying up what is grown, engaging in defoliation, etc., but as long as people are willing to pay a high price for drugs, producers and distributors will supply them. To put our attempt to stop them in perspective, imagine a foreign invader trying to stop the French from producing wine. We cannot expect any Afghan government to solve our problem, but if we leave, the Taliban would probably again combat the drug trade, as they did in the 1990s.

On our occupation, we need to consider three issues. Does our presence lead toward a sustainable result after our withdrawal? Can the occupation be maintained without turning a large part of the Afghan population and others against us? And can we afford it? I think the answer to all three is no. Consider these factors:

First, it is rare that insurgencies end with the establishment of a regime favored by the occupier--that was the experience of the British and Russians in Afghanistan, the Americans in Vietnam, the French in Algeria. Governments acceptable to the foreign occupier may last a short while, but almost always, those who fought hardest against the foreigner take over when he leaves.

Second, US military intervention in Afghanistan has not only solidified the Taliban as an organization but has also created increasing public support for it. There is much evidence in Afghanistan, as there has been in every insurgency I have studied, that foreign soldiers increase rather than calm hostility. The British found that to be true even in the American Revolution (where the two sides were "cousins," shared the same religion and spoke the same language).

Third, the cost in casualties may not rise to the level of Vietnam or even Iraq, but the financial cost is unlikely to be less. My hunch is that the real cost to the US economy will be $3 trillion to $6 trillion, calculating overall, not just Congressional appropriations. So the Afghan campaign could derail your plans for America, as Vietnam derailed Johnson's Great Society.

On Afghan government reform, there is not much we can do. Corruption runs from top to bottom. As I witnessed in Vietnam, if a government wishes to steal itself to death, foreigners can't stop it. We had an opportunity in the 1960s to help a reforming Afghan government but failed to do so; indeed, we welcomed the man who overthrew it, Mohammed Daoud Khan, because he was anti-Communist. To be realistic, we must assume that even an elected Hamid Karzai will probably not last long after our army departs.

On the Pakistani government, there is even less we can do. There also, massive corruption begins at the top. President Asif Ali Zardari, who is described as "our man," is said to be disliked by the vast majority of Pakistanis and has a long record of mind-boggling dishonesty. I think Zardari's administration will be replaced fairly soon by a military government. If so, we must roll with the punch but try, modestly and unobtrusively, to help encourage the growth of compensating civic institutions.

On Kashmir, as with many world problems, the logical solution is probably not practical. If India and Pakistan could agree to hold a plebiscite, the Kashmiris would probably accept modestly enhanced autonomy under India. Neither Pakistan nor India wants an independent Kashmir, but the current situation is costly for both, so they have established a back channel to inch toward accommodation. We should stay out of this problem.

On Islam, you have set the only intelligent, humane course for our diverse world. The legacy of the neoconservatives and the Bush administration can be overcome, but it will take time for the marvelous speech you gave in Cairo to convince Muslims that we are willing to live with them in a multicultural world.

On getting started, we have been given what I think is a major new opportunity by the Pakistanis. The Taliban are, after all, Pashtuns, Muslims and either Afghans or Pakistanis, while we are none of these. Thus Pakistan can fight the Taliban more acceptably than we can, and because of its longstanding support of their movement, Pakistan can more easily bring the Taliban to the negotiating table. If we are smart, we will take advantage of its attack on the Taliban in Swat by backing out as quickly and as gracefully as possible. How to get out is something former Senator George McGovern and I laid out in our book Out of Iraq, which with suitable changes can provide a template for Afghanistan. But as long as we are there, the war will continue, with disastrous consequences for all the things you want to do and we Americans need you to do. We must not follow Britain and Russia into Afghanistan's quicksand.

I Like The Cut Of His Jib !!: Leadership Development At Your Command

Wednesday, November 11, 2009

Leadership Development At Your Command

One of the most effective and efficient ways to promote leader development throughout your command is to set the right conditions for it to occur. Experienced commanding officers know that there are three key components to creating an environment that promotes leader development.

The most important is that you, the commanding officer, are a role model for leader development. Next, you should establish a climate that encourages leaders to take risks, grow, and develop on their own initiative. Third, get to know the leaders within your command as individuals with unique skills, abilities, backgrounds, and goals.

Setting the conditions for leader development is merely performing your job in ways that signal leaders and Sailor throughout your command that leader development is highly important. It can have a big impact in return for minimal time and resource investment on your part.

Combating the Managerialist Scourge

Nice article in Nov 2009 Proceedings

By Lieutenant Adam C. Wolfe, U.S. Navy Reserve

You've delivered product to the customer (your metrics prove it), and you've leveraged the best practices of business to yield a value-added solution. What do you want, a medal?

The character of a nation's officer corps says much about what that country values-not only what it fights for but also what it feels is worth preserving. Ancient Greek historian Polybius stated that "mankind possesses no greater guide to conduct than the knowledge of the past."1 But our officer corps today has more in common with British satirist Evelyn Waugh's Hooper, with "no illusions about the Army—or rather no special illusions distinguishable from the general, enveloping fog from which he observed the universe. . . . [H]e had an overmastering regard for efficiency and, drawing on his modest commercial experience, he would sometimes say of the ways of the Army . . . 'They couldn't get away with that in business.'"2

At a reception held three years ago by an Army three-star general, several field-grade officers were in attendance. Approaching a couple of us junior officers, a colonel launched into what appeared to be a set-piece monologue. He evidently had great hope for the younger generation, but this was not because of any native virtue on our part. It was our capacity to process information. Using his daughter as an example, he paid tribute to young people who spend several hours each day on a computer and their ability to rapidly take in information from numerous sources. Amid spewing such platitudes as the quickening pace of change, he extolled the superiority of blogs to books: "Who do you think is going to be able to move us forward? Not the generals, I tell you—they're still waiting for the book to come out. But in today's world, by the time the book comes out it's already out of date."

As he went on to speak of the human mind in terms others might reserve for bundles of electric wire, I realized how futile argument would be, for argument requires at least some common assumptions, and I could identify none. For those who subscribe to his doctrine—and they are many—Truth is not something we seek, sacrificing our time and energy in its eternal pursuit. It is a transitory, non-capitalized thing we are presented anew each second of every day, always changing. And it is our job to recognize it or face insignificance. The term "situational awareness" has expanded into a philosophy of life, with no room for the reflection that gives life meaning. That which is most ancient is most out of date; that which is revered is the product of ignorance; that which is intangible is probably not worth embracing.

Business Speak

A ridiculously corporate way of thinking pervades not only the mindset but also the language of the modern military. Take "The Little Blue Book," the Air Force statement of core values. In it are the following exhortations to martial glory: "We must focus on providing services and generating products that fully respond to customer wants and anticipate customer needs." Further, it explains: "Excellence in all we do demands that we aggressively implement policies to ensure the best possible cradle-to-grave management of resources."3 The language of the warrior has been replaced by verbiage gleaned from the corporate world: products, customers, solutions, leveraging, architecting, value-added.

The managerial mindset—which, as the previous example illustrates, the military has enthusiastically embraced from the business sphere—is distinguished by its insistence that everyone provides products to the "customer," goals are achieved through the appropriate mix of statistical models and measures of effectiveness, and most human problems can be resolved through more efficient organization. Above all, it is the managerialist's idolization of technology that leads him to view human beings in an increasingly mechanical, deterministic way. In my conversation with the managerialist colonel, it was clear that he equated mere access to information with profundity of thought. That is, he believed human thought to be the scanning, summarizing, and selecting activity most of us associate with a search engine.

In the world of situational awareness, the value of an idea or experience is measured in large part by the rapidity with which one can access it. In this view, working one's way through Greek historian Plutarch's Parallel Lives—the North Star for generations of great leaders—makes little sense when one can much more easily grab a summary online. But why even bother to read about Plutarch or Thucydides? In the modern military, relevance is synonymous only with recentness.

When Caesar Wept

Plutarch related that when Caesar was reading a biography of Alexander the Great, "he sat a great while very thoughtful, and at last burst out into tears." His friends asked him what was wrong. "Do you think," he replied, "I have not just cause to weep, when I consider that Alexander at my age had conquered so many nations, and I have all this time done nothing that is memorable?"4 It was in studying Alexander that Caesar realized his own shortcomings, and it was in despising his mediocrity that he aspired to greatness.

Roman historian Arrian reported that Alexander, for his part, had always been jealous of Achilles, the hero of a war a thousand years before, and carried the Iliad with him on campaign. Today, however, potential leaders are spared Alexander's and Caesar's pains, for in not having true greatness held up to them, they need not be troubled by their own mediocrity.

Yet the officer corps has spurned the broad outlook that has always informed leadership and replaced it with mere specialization. Majors and lieutenant colonels often brush off any pretense to anything profound with the remark, "I'm just an infantryman" or "I'm just an artilleryman." What might be justified from a junior soldier trying to master his craft is entirely out of place in a leader. This feigned humility is a poor excuse for not thinking about the higher ends for which the engines of war are set in motion.

Measurable Performance

What is the primary appeal of the managerial doctrine? In business, its greatest advantage lies in the concept of measurability. But this has had appalling consequences for military leadership. After training someone in the sciences or engineering, one can be reasonably sure that such a person is competent in a number of quantifiable tasks. The same cannot be said for the humanities, which is at odds with system and uniformity of instruction. Our doubtful age puts a premium on predictability, and the military is no exception. It is far more interested in a guaranteed competence than in an overlooked brilliance.

We cannot predict the emergence of a military genius such as Napoleon, so the managerialists have convinced us that we need to replace the serious study of history, literature, and philosophy with the systematic training that will give us a thousand planners who would, so the thinking goes, collectively produce a reasonable facsimile of the Corsican's genius. In place of the ingenuity and improvisation that always marked the best warriors, we get the unflinching rigor of systematized decision-making.

The most insidious byproduct of managerialism, however, is that its low esteem for the human being becomes self-fulfilling. Men and women treated as mere cogs will soon act like cogs. They begin to see themselves as powerless against a looming bureaucracy, and they seek solace in anonymity. They cannot compete for glory if they cannot conceive of it. Alexis de Tocqueville, that keen 19th-century observer of American society, noticed how this human transformation came in large part from what people read. He contrasted the great historians, who for all their faults understood ideals such as glory and honor, with the cramped imaginations of social scientists:

In reading the historians of aristocratic ages . . . it would seem that, to be master of his lot, and to govern his fellow creatures, man requires only to be master of himself. . . . The historians of antiquity taught how to command: those of our time teach only how to obey. . . . If this doctrine of necessity . . . passes from authors to their readers . . . it will soon paralyse the activity of modern society. . . . [T]he great object in our time is to raise the faculties of men, not to complete their prostration.5

Social Science over Humanities

Instead, in the past 150 years managerial doctrine has triumphed over the aristocratic ethos that animated warriors in the West for 3,000 years. In a sense, it was the outcome of a war within the officer corps between two wholly different ways of looking at the world: the humanities and the social sciences. Today we are lucky to encounter even the wreckage from the losing side of that war.

A few years ago, a fellow officer happened on a particularly revealing remnant from this conflict, written by Alfred Thayer Mahan.6 In 1879, Mahan addressed the notion, then gaining acceptance among military leaders, that future officers should be educated primarily in the "physical and mechanical sciences, and [have] an intimate acquaintance with the arts of the manufacturer." Otherwise, the managerialists threatened, the officer "must descend from the high position occupied by him and his predecessors for these centuries past and become the simple drudge of others whose minds have received a more rigorous and deeper, though often narrower, culture."7

The notion that somehow the modern military's dependence on technology requires officers to have technical backgrounds is an idea older than Mahan—and one he rejected, as well—allowing only for a small class of specialists. The attempt to combine officership with "scientific intellect," he wrote, "has upon the whole been a failure, except where it has succeeded in reducing both to mediocrity in the individual."8 This notion holds even less water today, when the ranks of satellite operators and fighter pilots include officers with degrees in music and drama. Generally speaking, enlisted and civilian personnel have greater technical expertise. But our military is in dire need of leaders, not overweening technocrats.

Mahan attacked the technocratic idea that specialization was the way forward, arguing instead for a naval officer's education based on "English studies, Naval Tactics and Foreign Languages." His defense of the humanities is an indictment against our present intellectual poverty:

If I be asked . . . how the English studies or the acquirements of Foreign Languages help a man to handle and fight his ship, I will reply that a taste for these two pursuits tends to give breadth of thought and loftiness of spirit; the English directly, the Foreign Languages by opening their literature. The ennobling effect of such pursuits upon the sentiment and intellect of the seaman helps, I think, to develop a generous pride, a devotion to lofty ideals, which cannot fail to have a beneficial effect upon a profession which possesses, and in its past history has illustrated in a high degree, many of the elements of heroism and grandeur. The necessarily materialistic character of mechanical science tends rather to narrowness and low ideals.9

Mahan also judged that the ceaseless accumulation of ever more recent knowledge—the beginnings of the situational awareness cult—was a poor addition to the profession. It tends "to impede the growth of the class of moral powers needed at sea; to promote caution unduly; to substitute calculation for judgment; to create trust in formulas rather than in one's self."10 More than a century later, it has led to the corporatization of the military, with the notion of command being eroded by an ever-increasing set of decisions arrogated to higher levels, subject to the inscrutable judgment of bloated staffs.

Nihilism, Apathy, and Violence

This managerial transformation reflected broader changes in society, but there is something tragic about the triumph of this world view within the military. The profession of arms is an ancient calling, and its hard-won cultural inheritance is rich beyond reckoning. We are asked to give all this up not for a comparable treasure but what is, in fact, nothing. A subtle current of nihilism runs through the managerial doctrine, this anti-credo that regards the human being as an information processor with no higher aspiration than to be situationally aware. When apathy accompanies nihilism, it may signify the long, slow death of a civilization. Joined with violence, it could accelerate disaster. In robbing us of our memory, this doctrine steals our ability to think about the moral ramifications of war and leadership. The mindless functionary is always despicable, but he is a particularly hateful substitute for the warrior.

What makes this situation all the more regrettable is that it need not be this way, nor need it be in the future. A vibrant tradition encompasses all that is noble and good in the profession of arms. It is a venerable tradition, as old as the bright-shining shield of Achilles, yet its words are continually fresh, untarnished by the passing of centuries. It is a tradition that seeks truth and does not believe in calling things equal that are not. It is, quite simply, an aristocratic tradition. This term is not meant as a class signifier but as the Greeks employed it, the aristoi, the best. As warriors it is our birthright. But like the Biblical Esau, we have sold it for a mess of pottage.

If it is ever to be reclaimed or even evaluated fairly, we must first realize what we have lost. Unfortunately, this is precisely what the ahistorical dogma of management denies us. Study of the past is indeed the best guide to present conduct, but it requires more than the passing glance of a survey course in western civilization or freshman English; it must be actively cultivated by those entrusted to defend our civilization.

There May Still Be Hope

This picture of the officer corps may seem unduly bleak. It does not mean to suggest that no leaders in the modern military are worthy of their forebears. Their numbers, however, are precious few, and they often lose heart, falling victim to the impersonal bureaucracy that implicitly denies any significant role to the individual. There is a great hunger in the military for something meatier than the platitudes of motivational office posters, something nobler than merely providing products for a customer, something more inspiring than an interminable PowerPoint presentation.

We need an officer corps with breadth of mind and precision of thought, despising notions of determinism, with an aristocratic sense of obligation. In thinking about an ideal, we start a dialogue that has been sorely lacking, one shorn of the corporate idiom. That ideal allows us to make qualitative judgments that are not periodically superseded by updates from on high. We can speak more confidently, unafraid of offending, once we have 3,000 years of greatness to embrace as our rightful inheritance.