Expectations

Found below is some guidance that I provided to the team's senior leadership today.  It is just some written guidance on what my expectations are of them as leaders.  This is all part of the development of the team and the formation of the tribe.  It is rather lengthy so I understand if you do not get through it.  Since this blog is Lessons on Life and Leadership I figured it was appropriate.  I love this stuff and it is one of the main reasons why I continue to do this after thirty-plus years.  Enjoy...I'm quite sure my leadership team did:

First, let me say that I am very proud of the work that you have all accomplished in the initial month of our existence as Team Kunar.  We have made great strides in building this team into a professional and capable unit and you should all be congratulated for the part you have played.  Team Kunar has had a positive impact at Camp Atterbury through the example we have set in all we do, whether it is on the ranges, in the classroom or at the DFAC.  As we move forward toward this critically important mission, it is important that I provide some further guidance on what the expectations are as a department head and or a senior leader within Team Kunar.  Understand that the expectations are always going to be higher for you because every action you take and every decision you make affects a large number of people in one form or another.  We will never sacrifice the safety and well-being of the troops and you all affect that more than anyone.  I am fully aware that I need to let you spread your wings and find your way in your new positions, and you have all made great strides.  But I would be remiss if I did not provide you more guidance on what the expectations are of a department head/senior leader.  Some of these you have heard before, but it is never a bad thing to review.   Do not read this and think, “Oh, he’s talking to some of these other guys.”  I am talking to each and every one of you.  Each of us can improve and each and every one of us needs to challenge ourselves and challenge each other to take ourselves to the next level of achievement and proficiency.  I understand we are all still in the development phase here and that everyone is pulled many different directions as we accomplish the requirements thrust upon us.  So, although the comments below may at times be a bit harsh, know that I am fully aware that lack of sleep, time and clear guidance often affects (and sometimes degrades) our performance.  This is a baseline of expectations.  Strive to work toward them under all circumstances.  Here we go:

Communication.  As you have heard me say before, communication is everything.  If you have a piece of information the first question you should ask is “who else needs to know.”  Once you figure that out, go tell those individuals.  The preferred method is always face to face, but if not possible, technology is a wonderful thing.  Between texting, voicemail and e-mail, there are various ways to get the word out.  However, once you have sent that text or email, or left that voicemail, always back it up with that face to face to ensure that person received the message. 

More on communication.  How we communicate is a direct reflection on the command and the leadership of the command.  Whether it is over the radio, in an email or on a document, the communication has to be clear, concise and correct.  If we constantly provide a substandard product that is incorrect or is rife with spelling and/or grammatical errors it shows a lack of attention to detail and sends a message that we are not willing to take the time to do it right the first time.  It is especially egregious when it is something we are putting out to the team.  Our communication with the team has to be on point and we have to always show the troops that we care enough about them to provide them the proper tools to get the job done.  Those tools include knowledge, guidance and clear communication.  If we always communicate with our people in a professional manner and we always provide them the information and knowledge that allows them to effectively complete their jobs, it sets the example for them and establishes a high standard for them to follow as they communicate with the chain of command and each other.

Yes, even more on communication.  Delving more into communication outside the command, we do not strive for effective communication because we are sucking up to the chain of command or because we are trying to make the CO look good.  We are doing it because it is the right thing to do.  Think back to when you had a group of guys working for you (or look at the present if you are in that situation).  There will always be the guys that talk too much, provide misinformation or play “I have a secret.”  You end up spending most of your time unraveling the tangled mess these individuals create by their misinformation or their inability to effectively communicate.  Then you may also have one or two guys that you know you can rely on.  If it comes out of their mouths then you can treat it as gospel.  Those are the guys who enhance the mission and make your life easier.  We need to be that second guy.  Whether it is the training brigade or Task Force Bronco (our boss when we arrive in Kunar) we need to be the command that the boss does not always have to worry about.  We need to be that guy whose word is gospel.  The second and third order effects of this are 1) we are off the radar screen and have more latitude to accomplish our mission without outside interference, 2) when a good deal comes along and the boss is looking to reward someone, they will think about that command that always takes care of business, communicates effectively and is not a pain in the backside, 3) when we do have a bad day the boss will know that this is just an anomaly and is not indicative of the way we do business and 4) when we want to ask for that special favor from the boss he will be more inclined to grant it because we have been the command that does things the right way.  These are all positives for our troops because it enhances their ability to get the job done and increases opportunities for us, as leadership, to reward them for a job well done.

Briefs.  I am never going to ask you to brief something just as a “check in the box,” and it should never be prepared or presented in that fashion.  When you are preparing slides for a brief, look at each slide critically and ask the question “So what?”  What is the point of the slide?  What critical piece of information is conveyed?  Practice the brief while sitting at your computer and figure out what you are going to say.  I can read just as well as the next person so I do not need to be read to.  Summarize, pick out the salient points and if appropriate, provide your analysis of the information you are presenting.  It is also important to step back, look at the slide and visualize how it will look to the audience (even better, put it up on the screen).  Ensure words that overlay on photos are readable, make sure the background colors do not wash out the words and do not try and fit War and Peace on one slide.  Although I said I can read, the point of a brief is not to cram full paragraphs or eye charts on each slide.  Be brief, use bullets and amplify on the information provided on the slide.  This all may seem in the weeds but since we are a powerpoint intensive world it is important we get it right.  Bottom line, put yourself in the position of your audience, ask “so what” and ensure you always present a quality product. 

If you present a problem, present a solution.  This is Leadership 101 and one of the general orders.  This forces you to think about the problem and formulate in your mind what the proper course of action should be.  Passing off the problem and not providing well thought out counsel does not make you any better and does not provide me with the various perspectives I may need to make a decision.  Never sell yourself short and never, never say “this is above my paygrade.”  I will always provide my boss with my recommendation and I expect the same from you.               

What questions will he ask?     When presenting me with an issue, a request chit, a brief, anything, always ask yourself, what questions is he going to ask.  Then go out and get the answers before coming to me.  A caveat with that is if it is something that is emergent and I need an initial brief, giving me what you have along with the statement that you will immediately work on providing amplifying information.  For most things though, you have to know that I am not going to take what you are presenting at face value.  I am going to dig to ensure we are doing the right thing, taking care of the troops and completing the mission.  This forces you to be more than just a messenger.  It makes you part of the process, it makes you think analytically and enhances your ability to take care of your people and complete the mission. 

Sir, I do not know but will find out.  This was going to be part of the preceding paragraph, but I think it is worthwhile to separate into its very own section.  Too often when I ask a question of someone, I get the simple answer “I don’t know.”  Then the person will stand there silently or will simply walk away as though the issue is closed.  It is okay if you do not have the answer, and of course I would rather you tell me you do not know something than try to spin a tale to get me off your back.  But if you tell me you do not know, the next thing out of your mouth should be that you will get an answer to that question.  Just because you do not know the answer does not mean the question does not deserve an answer.  Find out and let me know you are going to find out.  If I am asking a question that is not in the field of your expertise or not in your job description, go to the person who does know and work with them to get resolution to the issue.  Resolution being coming back to me with an answer.  

Initiative.  As we work our way through training, many of you are unable to work in the position you will be filling once we get in country.  Others, however, are working long hours while also participating in the same training you are.  This is an excellent opportunity to come together as a team and help each other out.   If you find yourself with plenty of time on your hands, extend one of those hands to a teammate that is over tasked.  If you are not sure how you can help the team, go to the Deputy Commander and ask.  We have plenty of requirements that we have to accomplish prior to leaving and everyone plays a part in ensuring we are ready.  In fact, since I have been here there have been a plethora of good ideas that have been floating around but have never been acted on.  Perhaps it is because we are relying on a very small group of individuals to take the brunt of the effort and not challenging ourselves to make the team better. Be a part of the process.

Work Together.  Hopefully you are hearing this theme throughout this document.  If the leadership is not working together it starts to permeate throughout the entire command.  Talk to each other, discuss how you can help each other out and how together you can make the command better.  Working together also means respecting the chain of command and understanding who works for whom.  Do not abuse your rank or position by arbitrarily grabbing a Soldier, Sailor or Airman and having them do your bidding without checking with their chain of command.  If it is an emergency (meaning life or death or severe damage to equipment) than do what you have to do and backfill the person’s chain of command.  Getting a group of guys standing around to help load or unload laundry or a similar task is fine.  Arbitrarily tasking someone without getting confirmation from their chain of command is disrespectful to the warrior and your peers.  If the senior leadership shows solidarity and teamwork and the troops see the positive results of that it will set an outstanding example and serve to make the team better.

Core Values. The Navy has honor, courage and commitment.  The Army has loyalty, duty, respect, selfless service, honor, integrity and personal courage.  The Air Force has integrity first, service before self, excellence in all we do.  Show the troops that these words mean something and that they are not just buzz words for a poster.  We absolutely have to trust each other and be committed to this team.  If we do not build the trust and commitment in training, how will we be able to trust each other in war? We do not have the luxury to cut corners or make up the rules as we go along because that is how we will get each other killed.  Live the core values, be the core values. 

Do not be afraid of meetings.  Meetings serve a critical purpose in that whole communication piece we have been talking about.  It brings everyone together in the same room to determine the path that we are going toward mission accomplishment.   If you are invited to a meeting there should be a sense of pride in the fact that you are now a part of the process and that your opinion and expertise are needed to make this a stronger command.  As Commodore Joe Natale used to say, “If you don’t like meetings, than bring something to the table and be an active participant.”  Every meeting should have a purpose and objective.  It also provides a forum for you to communicate with everyone if you have information that is pertinent to the group.  Meetings are also a great forum for formalizing some of those great ideas that are out there. The knowledge you have, combined with the knowledge of others in the room may be critical to achieving our stated objective.  If you enter the meeting thinking “another stupid meeting” you have already lost and you are going to be ineffective and detrimental to the success of the team.  Your positive participation in the process just may enhance the lives of the troops and the success of the mission.

Challenge yourself.  When I spoke to the team the other night I told you all to challenge yourself and figure out how you can make this team better.  Although I was speaking to the entire room, those comments were directed especially at the leadership.  Introspection is difficult because it is sometimes painful to look within ourselves to evaluate our faults and shortcomings.  But this is not so much about faults and shortcomings but more about taking your game to the next level.  Our goal is to bring everyone back home.  Because we are going to war, we cannot guarantee that will happen.  What we can do is ensure that we do not lose anyone because we were stupid.  We cannot lose someone because we cut corners, ignored basic safety, or did not properly train our people.  So, what are you doing to ensure the team is fully prepared, trained and motivated to accomplish this critical mission? 

Alright, that is enough for now.  I know that I was all over the map while also harping on some common themes.  There is a method to the madness.  Comments and questions are welcome if any of this is too vague or fuzzy.  As always, everyone has a voice on this team.  If you see us going down the wrong road, speak up.  It is difficult sometimes to approach leadership with an issue, and sometimes it is easier to sit around and grouse about the leadership and the chain of command.  Use that middle C in the Navy Core Values and have the courage to speak up.  We have a great team and I look forward to our continued growth as  we move forward.  Thanks for serving your country and for making Team Kunar better.  It is an honor to serve with you.