| Conquering the Challenge of “Change” | | | | Future Picture for one another.” Integrate the |
| through Team Building Maneuvers | | | | improvement of the quality of leadership for |
| Leading teams into qualitative team building | | | | effective teamwork into your objective, strategy |
| maneuvers prevails over the challenge of change | | | | and tactics. Include it in the vision and mission and |
| at a time that change is definitely required in most | | | | ensure that all members across each level of the |
| organizations. In order to experience successful | | | | organization understand and can communicate it |
| change, the “fear to change” must be | | | | without fail. It must not “only” be written |
| addressed. Change is the one constant when | | | | on a fancy picture and placed on the wall (the all |
| uncertainty shows itself in life and change undoes | | | | too common inspirational). It must run like blood |
| the way process is both managed and executed. | | | | through veins and become as important as the air |
| Change is natural and good, but people’s | | | | we breathe. |
| reaction to change is both unpredictable and | | | | Express your value of Leadership for Teamwork |
| irrational. It can be managed if done right – | | | | and team fortitude by ensuring that the cost |
| but when reacting to the uncertainties exhibited | | | | factor is not as important in the decision to |
| by the stimulus for change, mistakes are made | | | | remain on a continuum to train organizational |
| and can be very costly. Managing the process | | | | behavior, transformational leadership, strategic |
| that leads to change means managing | | | | execution and team building maneuvers as the |
| people’s fear. | | | | decision to make all allocations to do so. The cost |
| Nothing is as upsetting to your people as change. | | | | of not doing it, even when things are tough, |
| Nothing has greater potential to cause failures, | | | | offers a far more potential for failure. |
| loss of production or failing quality. Yet nothing is | | | | If you overlook Leadership for Teamwork and |
| as important to the survival of your organization | | | | effective team building maneuvers by focused |
| as your people and their response to change. | | | | exclusively or excessively on the outcome you |
| Research tells us that 70 percent of all change | | | | want teamwork to accomplish, you’ll place |
| initiatives fail (Source: Author Peter Senge, | | | | your team and organization in a position to neglect |
| “The Dance of Change,” Doubleday Press, | | | | the means to your end and eliminate the |
| Toronto, Ont. 1999, p. 3-4). Beyond a doubt, the | | | | solution-centric outcomes in your future. This |
| likelihood of your change initiative failing is | | | | would be like a U.S. Marine purposely neglecting to |
| overwhelming. Since 2004, I’ve studied, | | | | adequately care for his weapons while on the |
| facilitated and taught change processes and | | | | battlefield. |
| experience tells me that change efforts fail for | | | | How you think about each individual and team in |
| one, two, or all of the following three reasons: | | | | the organization is the most critical aspect in |
| 1. Failure to properly define the Future Picture and | | | | Leadership for Teamwork. By leading your own |
| the impact of the change. | | | | thoughts, you begin leading in the most significant |
| All too often, the “change” initiative | | | | way. So discipline yourself to think about those |
| addresses the symptoms of current challenges | | | | you are responsible for leading as members of |
| and problems rather than the future the | | | | your team, and not as your problems, |
| organization wants or needs to create. Change is | | | | adversaries or competitors. You have to |
| about creating a desired future, not just | | | | “mentally embrace” them as for you, and |
| correcting current problem/symptoms. | | | | not against you, particularly when they |
| 2. Failure to properly assess the current situation, | | | | demonstrate difficult conduct. This is the truest |
| in order to determine the scope within the | | | | form of selflessness that, in most cases, is |
| requirements for change. | | | | forgotten. |
| Organizations perpetually assess the current | | | | An effective and easy tool to form the greatest |
| situation against current measures of | | | | disciplines in Leadership for Teamwork is for |
| performance. However, change is not the same | | | | everyone to do his best to interpret the |
| as problem-solving or project management. | | | | behaviors of others, however dissonant, as a sign |
| Rather, managing change is about moving an | | | | of a core challenge or initiative that needs |
| organization strategically forward to achieve its | | | | immediate attention. It’s important to realize |
| vision of the future. | | | | that behaviors are a form of communications to |
| 3. Failure to effectively manage the transition of | | | | address Leadership for Teamwork and this action |
| moving from the present to the future. | | | | can transform bad feelings of resentment into |
| Experience demonstrates that failure to | | | | positive organizational behaviors and gratitude. Our |
| effectively manage the transition/transformation | | | | President Barack Obama, the 44TH of the United |
| need is the leading cause of failure for strategic | | | | States, used similar techniques to successfully win |
| change initiatives. The change itself is not the | | | | the elections to lead the American people; |
| problem. Change is an event; it is situational: | | | | “CHANGE and Leadership for Teamwork!” |
| deciding to implement a new system, target a | | | | His message rings true around the world and is |
| new market, acquire or merge two organizational | | | | also being used to bring communities and |
| cultures (Source: Author William Bridges, | | | | Governments (also forms of teams) together in |
| “Managing Transitions: Making the Most of | | | | ways that at one time, would never have been |
| Change,” Addison Wesley, Don Mills Ont., p.3). | | | | thought of. Marcus Aurelius said, “Accept the |
| The problem occurs with what happens within the | | | | things to which fate binds you, and love the |
| gap between the present and future, after the | | | | people with whom fate brings you together, but |
| “change” and before you get to | | | | do so with all your heart.” |
| “there.” The reality of change is that | | | | This statement can be applied to teams and |
| change is about people not structures – | | | | defines the true meaning of Leadership for |
| people are the reasons for stop gaps in change | | | | Teamwork. The team that is not overwhelmed |
| initiatives! | | | | with being productive and full of life is far too |
| Failure to successfully execute often comes from | | | | busy dying. Life is born from every member and |
| seeing the change as solely structural, so once | | | | led by every member. Regard Leadership for |
| the new system is designed and ready for | | | | Teamwork as an essential means for overcoming |
| implementation, the new organization is agreed | | | | fear, winning change and leading through |
| upon and the doctrine papers are signed to | | | | cooperation to experience peak performance that |
| legalize the “deal,” everyone, including the | | | | takes the organization to the next level. |
| CEO, walks away from what is considered | | | | How to Lead your Team to the Next Level |
| (prematurely) a “done deal.” This is a | | | | What is the worst thing that could happen? |
| mistake that goes on all too often like a broken | | | | Actually, people will ask a more rhetorical question: |
| record. History is full of examples of organizations | | | | “what could happen?” But, they never |
| and teams that failed when experiencing changing | | | | really get the answer they are hoping for because |
| environments (most of them are now extinct). | | | | of fear. Most of the time, just asking the question |
| The secret to successfully managing change, | | | | seems like progress is being made or, a significant |
| from the perspective of the people within the | | | | amount of time (meetings to schedule more |
| organization and their teams, is “definition” | | | | meetings that promotes nothing but time and |
| and “understanding.” To make it clear, | | | | talk) planning and not executing. This is a question |
| I’ll explain them in subsets. | | | | that simply hangs in the spam folders, lost in |
| Definition and Understanding for the | | | | internet space or on a memo at the water cooler. |
| “WHAT” in Teams | | | | Don’t let it become a technical “error |
| It is important to understand that not everyone | | | | message” that requires someone else to get |
| who works together or in close proximity is a | | | | it done. Take the initiative to go against the status |
| member of a team. This concept is a misnomer | | | | quo and get the question answered yourself. |
| for a lot of people. A clear explanation of a team | | | | Consider the very worst thing that could happen; |
| is a group of individuals who are interdependent | | | | answering the question for yourself can and will |
| with respect to intelligence, information, | | | | stimulate movement in a positive direction. Often, |
| transferable skill sets, resources, and tools and | | | | the absolute worst case isn’t as bad as might |
| who seek to combine their efforts to achieve a | | | | think. |
| shared-vision towards a common goal. A team, | | | | What is the best possible outcome? Seriously, |
| for instance, is either building or falling apart. An | | | | what is the best thing that could happen? Think |
| essential aptitude for true team building and the | | | | about the scenario where everything goes |
| maneuvers they require is leading the team into | | | | perfectly. Will this be your outcome? Maybe not, |
| building on a continuous basis. Team building | | | | but your worst case scenario likely won’t |
| maneuvers lead a group into higher levels of team | | | | happen either. It takes both of these questions to |
| spirit, cooperation and interpersonal | | | | really understand your situation. Chances are, your |
| communication. Building teams is the process of | | | | results will be somewhere between the two. Once |
| developing on the team-dynamics and | | | | you have considered the range of possibilities, you |
| interpersonal relationship of the people that come | | | | are in a better position to decide whether to |
| together to make-up the unit. Team spirit either | | | | proceed or not, and you will have definitely |
| grows or it dies based on the dynamics of the | | | | reduced your fear of failure if you do take that |
| unit. | | | | step forward. |
| Teams have specific characteristics that should be | | | | Next, you can explore the development of a |
| addressed: | | | | “Memorandum of Understanding” (MOU) |
| - Teams must be constructed to achieve a | | | | for the team. This is designed for people to learn |
| shared-vision for a shared goal. | | | | broadly, to inspire the service out of generosity |
| - Team associates are interdependent regarding | | | | for others, and to prepare them to lead |
| some common interests; teams are the | | | | courageously into the future. A Memorandum of |
| instrument of sustained and enduring success in | | | | Understanding encourages a perspective to |
| leadership and management. | | | | become firmly grounded in the potential for |
| - Teams use strategic thinking, acting, and | | | | successful growth using a series of constructs |
| influence – associates each possess the | | | | – a portfolio management approach – that |
| authority to manage their own stimulus for | | | | everyone buys into for effective deportment and |
| change. | | | | forward movement. A Memorandum of |
| - A team is a type of group, but not all groups | | | | Understanding acts as the blueprint for strategic |
| are teams – team leaders know this to be | | | | leadership on the teams and across the |
| true. | | | | organization. |
| - Teams are formed to best facilitate learning and | | | | Are you wondering how to build an organization in |
| peak performance while operating in a socialist | | | | which executive leaders, team leaders, middle |
| environment. | | | | managers and front line staff will flourish? To build |
| - Team associates are not responsible to | | | | an environment where people, teams and |
| “self,” but to their team and its mission; | | | | organizations will flourish and achieve peak |
| their obligation is to guide the unit to find its voice, | | | | performance, you must get the best leaders to |
| while strategically and flawlessly executing. | | | | pay close attention to the design of the elements |
| - Teams learn to navigate positive transition to | | | | around them (situational awareness). |
| disseminate authority and power for change – | | | | The Memorandum of Understanding articulate a |
| and, they understand when it is a “must” | | | | lucid purpose, helps to create effective leadership |
| to move into greater levels of performance (the | | | | teams, prioritize their initiatives carefully, redesign |
| difference between ordinary and extraordinary | | | | organizational structures, employ strategic intent |
| high performance teams). | | | | meets strategic agility to result flawless and |
| The difference between ordinary teams and high | | | | strategic execution and, most importantly, |
| performance teams are its people and their | | | | integrate all these tactics into one coherent |
| abilities to overcome the fear of change. High | | | | strategy. |
| performance teams place a focus on the people | | | | The Memorandum of Understanding must include |
| who drive the overall performance within the | | | | the following constructs: |
| system: “how do you define a | | | | - The Cardinal Rules, |
| high-performance team?” A high performance | | | | - The Guiding Precepts, |
| team is a group of people who are led by an | | | | - The Forms of Disposition, |
| exception leader, ALL having complementary skills, | | | | - The General Orders, |
| who understand roles and goals, and who are | | | | - The Strategy Forward – Establishing |
| committed to achieving those goals through a | | | | Professional Mastery, and |
| shared-voice, as one unit or body, to | | | | - The Centers of Gravity. |
| demonstrate strategic and flawless execution | | | | The Cardinal Rules are a set of guidelines that are |
| measures for overcoming changing environments. | | | | invaluable for people and organizations to follow |
| This team format learns quickly how-to work | | | | while planning and executing at the strategic or |
| together toward mutual goals using their individual | | | | tactical level. These rules, once established by the |
| skills to support one another regardless of the | | | | individual(s) or teams are the rules that govern |
| situation they are engaging or any amount of | | | | forward movement and must not change (i.e. To |
| resistance to change from a fear of the unknown | | | | manage by mind, lead by heart). |
| or an expectation of loss or failure. | | | | The Guiding Precepts are designed to inform |
| The “alpha” of the high performance | | | | people what they should and should not be doing |
| team’s resistance to change is how they | | | | in accordance with executing a well designed |
| perceive the change. The “omega” is how | | | | strategy to win. They also inform of the reasons |
| well they are equipped to deal with the change | | | | “why” an action must occur and the |
| they expect. The team member’s degree of | | | | repercussions should the individual and/or |
| resistance is determined by whether they | | | | organization fail at meeting such a task (i.e. |
| perceive the change as good or bad, and how | | | | Unselfishness; this trait is the avoidance of |
| they expect the impact of the change to be on | | | | providing for one's personal comfort and |
| the entire unit. Their ultimate acceptance of the | | | | advancement at the expense of others. The |
| change is a function of how much resistance the | | | | comfort, pleasure, and recreation levels should be |
| team member has and the quality of their coping | | | | placed above everything. Looking out for the |
| skills and their support system. The job role of | | | | needs of others is the essence of |
| the team leader is to address their resistance | | | | self-leadership). |
| from both perspectives by helping each member | | | | The Forms of Disposition offer a substantive |
| reduce it to a minimal, manageable process level. | | | | transformation in “thought” about how |
| The success of the response depends on the | | | | people achieve a perspective on things in life. It |
| leader’s ability to lead by example, their level | | | | refers to an orchestrated, systemic and |
| of trust from the members on the team and | | | | revolutionary new world-view resulting in a |
| their ability to persuade the members to | | | | “change” of societies, cultures, and |
| overcome their resistance so the unit can move | | | | marketplaces due to behavioral perspective. This |
| ahead. When the leader is able to communicate a | | | | is today often called "systems theory," which |
| low threat level and/or limited risk, the | | | | sees a web of relationships coalescing to become |
| member’s perception will be one of trust for | | | | something greater than the parts. Individuals must |
| engaging the objective. Simply, it will all come | | | | be able to look at things from a perspective that |
| down to the leader’s relationship with the | | | | they are always changing and evolving into new |
| team; hence, the success of the team not only | | | | forms – thinking “out-of-the-box!” We |
| depends on its members, but also on the | | | | are doomed to a slow death unless radical change |
| leadership they follow. | | | | occurs in the way we think. Change your way of |
| Definition and Understanding for Accepting | | | | thinking or die a slow death (i.e. Mistakes are a |
| “CHANGE” on Teams and Organizations | | | | fact of life that requires an eraser; it is the ability |
| Now, we’ll look at how teams can manage | | | | to respond to error that counts. You can’t |
| change and fear, and overcome them both to | | | | live without an eraser). |
| perform at its peak as a unit, and pronounce its | | | | The General Orders are broad, community-wide |
| leadership style to permeate peak performance | | | | "need statements,” designed to encompass a |
| across an entire organization. The “alpha” | | | | variety of related issues in a person’s life or |
| here begins by looking at change as an emotions | | | | within the life cycle of an organization. These |
| state that is synonymous with fear. Fear | | | | related issues are referred to as “Guiding |
| stipulates an uncomfortable emotional response to | | | | Objectives,” which are specific items that |
| potential threats and a way of life. It is a basic | | | | need to be addressed. The Guiding Strategies |
| survival mechanism that occurs in response to | | | | (developed to fit current and future circumstance) |
| specific stimulus of future events, such as | | | | are the methods identified for addressing the |
| worsening of a situation or continuation of a | | | | Guiding Objectives, and the Guiding Policies are the |
| situation that is unacceptable. It needs to be | | | | specific action steps that are recommended to |
| addressed by the leadership personnel in as much | | | | implement the Guiding Strategies. The General |
| detail and as early as possible. Leadership must be | | | | Orders, all eleven of them, offer the ability to |
| able to provide updates as things develop and | | | | explore implications in an open and reflective |
| become clearer if any chance is possible for | | | | manner and reinforce each other in providing a |
| overcoming the fears that are the precursor for | | | | coherency and wholeness often lacking in life |
| change. | | | | cycles (i.e. Know yourself as a “Leader” |
| “Definition” is a two-way street. In | | | | and seek continuous improvement). |
| addition to defining a problem that causes fear, | | | | The Strategy Forward – Establishing |
| team leaders need to get their members to a | | | | Professional Mastery. The traditional values are |
| point that they feel comfortable defining the | | | | the foundation of the modern day; that was |
| reasons behind their resistance. | | | | yesterday. Tomorrow, you have an opportunity |
| “Understanding,” the “omega” | | | | to create commitment and the needed |
| here is also a two-way street. Team leaders | | | | momentum to establish, publish, share, and teach |
| must be prepared to clearly explain to their | | | | a different set of life’s code, values, and |
| members what is changing and why. They must | | | | ethics to journey into the future. After much hard |
| also be clear about the member’s reluctance. | | | | work, you are prepared to develop a strategy to |
| Here are a few things that the team leaders | | | | move forward and plan the next steps to target |
| must be aware of: | | | | critical successes for winning the Future Picture. |
| - Team leaders must not try to rationalize the | | | | What a legacy you will leave when executed with |
| issues, but focus on opening and maintaining clear | | | | personal and professional bearing for others to |
| channels of communication with their team | | | | follow. This is the way of the future. This is a |
| members so they understand what is coming and | | | | new chapter (i.e. Remove the Jars’ Lid: Allow |
| what it means to them and the unit. | | | | for profound growth by employing |
| - Team leaders must be able to help their | | | | Transformational Thinking to navigate the maze |
| member gain a comprehensive understanding of | | | | of organizational politics – and the schedule to |
| the situation at hand, both the positives and | | | | do so – to accept change). |
| negatives. | | | | The Centers of Gravity. Just as time changes, so |
| - Team leaders must inform their members what | | | | does the internal and external influence in your life |
| the change will be, when it will happen and why | | | | and in the life cycle of an organization. The |
| – what is not changing and how the anchors | | | | Centers of Gravity are the dynamics within a |
| on the team (the characteristics, such as | | | | process that offer the greatest impact on the |
| “trust” that holds the team together) will | | | | overall system when change happens. They offer |
| be affected as they face the winds of | | | | a high level of “value” and return on your |
| uncertainty and change. | | | | energy “investment.” When combined |
| - Team leaders must be able to understand the | | | | with the concept of parallel deposits (creating |
| specific fears of each member. What their | | | | energy from various perspectives in a short |
| concerns are and how strongly they feel about | | | | period of time), the Centers of Gravity make |
| the potential outcomes, both the positives and | | | | possible the seemingly impossible task of realizing |
| negatives (do they perceive it as a good or a bad | | | | success in changing paradigms. |
| thing?). | | | | The Centers of Gravity places significant influence |
| The Bottom Line: Definition and Understanding | | | | on the five established epicenters of any changing |
| Conquering the challenge of “change” | | | | system to receive desired effects: Leadership, |
| through team building maneuvers requires | | | | Processes, Infrastructure, Population, and Action |
| innovation, creativity and some good old fashion | | | | Units. |
| “leadership.” People yearn for ideas (big | | | | In summary, a Memorandum of Understanding, |
| and small ones) and think that if they just had | | | | your blueprint for strategic leadership, offers an |
| that one “right” idea for the team or | | | | opportunity to free up our actions as public |
| organization, success would surely come. Certainly, | | | | servants. It is empowering, it is enabling and it |
| we can all do things to be more creative, but | | | | grounds us in a public way on the fundamentals |
| having ideas isn’t the biggest, or even first, | | | | that we all must share. There is no ethical malaise. |
| source of our challenges. | | | | It is important to realize that the new is not a |
| Think about it this way. You’ve experienced | | | | finding from what has been lost. Rather, we are |
| what is believed by you to be the greatest | | | | like the journey of the Scarecrow in the Wizard |
| workshop ever attended, so you go back to the | | | | of Oz story in search of a brain (brain power in |
| workplace to integrate what you’ve learned | | | | this context); the Tin Woodsman in search of a |
| – only, you never do. You’ve thought | | | | heart, and the Cowardly Lion in search of courage. |
| about trying a new approach to your meetings, | | | | Your value system is intact and has been with |
| but never did. You’ve had a great idea that | | | | you the entire way thus far. The Memorandum of |
| never went anywhere. You’ve had an idea | | | | Understanding simply articulates and reaffirms the |
| for a new process, but failed to introduce it to | | | | core value and behavioral perspective that already |
| other the leaders. The list can go on and on and | | | | underlie your personal and professional appearance |
| you’ll see that there’s no shortage of | | | | and conduct to achieve significant growth. |
| ideas or creativity that is stopping you. What is | | | | Develop, learn and instruct the Memorandum of |
| stopping you is fear, the fear of change or the | | | | Understanding well. It will make the difference |
| fear of failure. Either way you look at it, fear is | | | | between winning and losing in every aspect of |
| the stimulus that stops great people from doing | | | | your life – personally and professionally – |
| great things – the action that is required for | | | | and maintain a positive team building attitude. |
| successful progress in life and in the workplace. | | | | Finally, Maintain a Positive Team Building Attitude |
| Change and Failure (Breakdown) | | | | To lead most effectively, the leader’s attitude |
| Failure and success are the outcomes of change. | | | | needs to be strongly and deeply rooted in the |
| No matter how you look at them both, they each | | | | dynamics of the team and its fortitude, |
| have a constant that cannot go unnoticed, | | | | particularly when relating with individuals who are |
| “leadership.” We cannot succeed at higher | | | | also seeking to grow themselves and the |
| levels of performance if we maintain status quo, | | | | organization they are a part. The Memorandum of |
| but inherent in change is the possibility that we | | | | Understanding has been used to lead successful |
| might fail or experience a breakdown in process. | | | | transformation efforts for organization and teams |
| So any discussion of the “fear of change” | | | | to achieve their goals in and away from the |
| or the “fear of failure” needs to start | | | | organization and the battlefields of life. A |
| with a discussion on transition and transformation. | | | | paradigm-changing approach, the Memorandum of |
| While there are downsides and risks involved in | | | | Understanding concurrently addresses multiple |
| change (including the risk of failure) think of all of | | | | disciplines across the entire transformation life |
| the positives that can come from change: | | | | cycle; enabling leaders and teams help people build |
| - Process Improvement to Leadership and | | | | a stronger, more responsive and resilient |
| Management, | | | | organizations. |
| - Overall Employee Performance Increases, | | | | It all begins with three creeds: one for achieving |
| - Team Development, Transition and | | | | Personal Proficiency, one for achieving Professional |
| Transformation, | | | | Mastery and the last for achieving strategic |
| - Greater Satisfaction (Individual) – Personal | | | | execution while remaining strategically agile; a |
| Proficiency, | | | | message in the form of a poem to help you with |
| - Organizational Renewal – Professional | | | | overcoming your deepest fear; and finally, |
| Mastery, and | | | | something my team and I refer to as, “The |
| - Marketplace Expansion, and much more. | | | | Entitlement.” |
| And these are just a few. The next time you feel | | | | Rather than relating to a series of ongoing |
| the fear of failure, think about how you feel | | | | problematic behaviors as a hindrance or as a |
| about change and how it impacts your level of | | | | threat to your objective, relate to the |
| fear. All change involves a certain amount of | | | | development of your Memorandum of |
| uncertainty and ambiguity and those two | | | | Understanding as a guide for how you need to |
| conditions provoke anxiety. This is a reason to | | | | build teamwork and team spirit and fortitude to |
| hold onto the past for lessons learned; it’s | | | | meet the inevitable challenge of change and |
| familiar, and as the adage goes, “better what | | | | effective leadership. |
| you know versus whet you don’t know.” | | | | The Leader’s Creed – Individual |
| So, although change has the ability to promote | | | | Leadership |
| new systems, structures, organizations and | | | | “I possess my own weapon. There are many |
| teams, people will always conform to the | | | | like it but this one is unique. It is my life. I must |
| “same old~same old,” unwilling to let go of | | | | master it as I must master the discipline that |
| the past. That is why looking at the positives and | | | | allows me to be. Without my weapon, I am |
| keeping an open mind is so critical to the success | | | | useless. I must fire my weapon as a rifle. I must |
| of experiencing change. | | | | shoot straighter than the enemy who is aiming at |
| Structuring Failure and Success (Breakthrough) | | | | me. I must win him before he wins me. I will! My |
| One individual’s failure is another | | | | weapon is human, even as I am human, because |
| individual’s success; it’s all based on a | | | | it is my life. My weapon and I know that what |
| decision that “must” be made at some | | | | counts in personal war are not the rounds we fire. |
| point. Sun Tzu, arguably the greatest military | | | | We know that it is the hits that count. We will hit! |
| strategist that many still follow, had his say on | | | | I will keep my weapon clear and free, even as I |
| success and failure: “Consideration and analysis | | | | am clear and free. My weapon and I are the |
| of The Five Elements, “Dao” – Moral | | | | defenders of my soul. We are the masters of our |
| Unity, “Tian” – Weather Condition, | | | | enemy. We are the standard of generations to |
| “Di” – Geographical Condition, | | | | follow – Failure is never an option, Ductus |
| “Jiang” – Leadership Quality, | | | | Exemplo!” |
| “Fa” – Discipline and Organization | | | | The Leader’s Creed – Instructors |
| Structure, a must know for all commanders. | | | | “These are my future leaders. I will train them |
| Victory to those who understand and no victory | | | | to the best of my ability. I will develop them into |
| to those who does not. The Five Elements will | | | | smartly disciplined, mindful-physically fit, basically |
| determine success or failure of conducting | | | | trained specialists, thoroughly indoctrinated in love |
| war.” | | | | of personal leadership. I will demand of them, |
| Here’s an explanation of Sun Tzu’s | | | | teach them to demand of themselves, excellence |
| statement through comparison and an analytical | | | | and demonstrate by my own example the |
| lens. The Five Elements will reveal the factors of | | | | highest standards of personal conduct, morality, |
| success and failure of all battle, namely: Moral | | | | and professional skill.” |
| Unity, Weather Condition, Geographical Condition, | | | | The Strategic Executor’s Creed |
| Leadership Quality, Discipline and Organization | | | | “My loyalty to my team and organization is |
| Structure. | | | | beyond reproach. I humbly serve as a guardian to |
| Moral Unity determines the cohesiveness between | | | | my fellow colleagues, always ready to defend |
| the ruler and his subjects, the leader and his | | | | against the enemy’s force that is trying to |
| followers, the general and his soldiers. Ultimately, | | | | diminish our progress. I do not advertise the |
| to achieve full support by fellowman, putting aside | | | | nature of my work, nor seek recognition for my |
| life and death matters and share the view of the | | | | actions. I voluntarily accept the inherent hazards |
| ruler’s is the goal of Moral Unity. Only when a | | | | of my profession, placing the welfare and security |
| view or decision is fully supported, can orders be | | | | of others before my own. I serve with sincere |
| carried out smoothly by the team. | | | | gratitude on and away from my team to impact |
| Weather Condition such as summer/winter and | | | | my teams’ responsibility on the battlefield. |
| drought/flood will have significant affects on how | | | | The ability to control my emotions and my |
| plans are executed. When weather is an element | | | | actions, regardless of circumstance, sets me |
| that no one has any control, the best strategy will | | | | apart from others. ... In the absence of orders I |
| be take full advantage of the conditions when | | | | will take charge, lead my teammates and |
| able. Going against the force of nature may prove | | | | accomplish the mission. ... I will never quit nor will I |
| rewarding when one overcomes, but it usually | | | | ever conclude my pursuit for excellence. I remain |
| spells destruction. | | | | agile to strike with speed and force and thrive on |
| Geographical Condition here refers to distance of | | | | adversity. My team expects me to be mentally |
| near/far, terrain/mountainous/flat regarding the | | | | stronger and strategically smarter than my |
| battle space, wide/narrow the battle field and | | | | enemies. If knocked down, I will get back up, |
| whether the location chosen to engage the battle | | | | each and every time. I will draw on every |
| favors attack/defense. | | | | remaining ounce of emotional strength and ability |
| This will limit the size, type and performance of | | | | to protect my teammates, the mission and the |
| the troop. The same for business – this will | | | | organization to ensure success. I am never out of |
| also determine the team’s reaction to the | | | | the fight and forever in debt to self, my |
| mission and the amount of resources – | | | | teammates and the mission." |
| people, process and management of initiative that | | | | Your Deepest Fear |
| will be required to win. | | | | “Conditions are never just right. People who |
| Leadership Quality (my favorite) concerns the | | | | delay actions until all factors are favorable are the |
| general/commander’s leading capability. There | | | | kinds who do nothing.” – William Feather |
| are five qualities of a good leader: “wisdom, | | | | Our deepest fear is not that we are inadequate. |
| trustworthiness, benevolence and deportment, | | | | Our deepest fear is that we are powerful beyond |
| courage (both physical and emotional) and | | | | measure. Storms come and go, but it is our light, |
| sternness (temperament).” These five | | | | not our darkness that most frightens us. We |
| qualities will affect the leading capability of a | | | | must ask ourselves, why are we chosen to |
| commander, his culture and climate for | | | | accept brilliance? In actuality, why would we not |
| organizational behavior effectiveness within the | | | | want to be chosen? And, chosen by whom? You? |
| environment and the efficacy and value of his | | | | Me? It's impossible to thrive without constantly |
| command being carried out by the people under | | | | updating ourselves with the knowledge used to |
| his leadership. | | | | execute life’s journey. Individuals who see |
| Discipline and Organization Structure is the system | | | | themselves as visionary’s grasp this concept |
| of open communication and the vehicles used to | | | | better than most. They remain on a continuum |
| do so – how each level within the organization | | | | for growth, personally and professionally, to stay |
| manages and leads the people and process, | | | | ahead of the learning curve within our ever |
| including logistics. It requires a fair, consistent and | | | | changing global economy. |
| clear communication to everyone. Communication | | | | Accepting your personal call to duty may require |
| is the greatest resource in all of life, not only in | | | | you to walk slower so that people won't feel |
| organizations, but in all we set out to accomplish. | | | | insecure as you embark upon a personal rite of |
| Effective communications is leadership’s | | | | passage. We are meant to live for greatness and |
| greatest tool to win its people, systems, | | | | the time to shine is now. Are you ready? You |
| processes and management of functions. | | | | have no choice but to be prepared to influence |
| As The Five Elements are inter-related, no leader | | | | others to be ready for finding their voice as you |
| can either ignore or fail to understand the | | | | have learned to find your own. It requires a |
| constructive/destructive nature of each element. | | | | choice for changing reality and for some, that |
| Victory will overcome “failure” and | | | | choice is easy. As we decide to become a beacon |
| “success” will fall upon those who analyze | | | | of light, we must be willing to step out on faith, |
| and clearly understand The Five Elements. | | | | work towards greatness, and be fully aware that |
| Therefore, by asking who offers fairest reward | | | | all storms have a time to be over. Liberation |
| and punishment, whose troop, team or | | | | found within our personal convictions unshackles |
| organization is best trained and led, whose | | | | our souls to guide us unconsciously into becoming |
| equipment and resources are more efficient and | | | | a Champion of Change. |
| plentiful, who can deliver and communicate order | | | | The Entitlement |
| leadership smoothly, effectively and thoroughly, | | | | No one alive can buy it or rent it and it can not |
| who has better geographical/weather advantages | | | | be lent for any price |
| (culture and organizational climate), who has more | | | | …If ignored both of your enemy and yourself, |
| resourceful leaders and followers – teams, | | | | you are sure to be defeated in every battle |
| whether the appointed leader/leadership is wiser, | | | | Truth must always protect the covenant of |
| more strategic in their thinking, tactical in their | | | | integrity and honor amongst good |
| approach to engage and has virtue… the winner | | | | …knowing how to subdue the enemy without |
| is clear, defined and understood. | | | | fighting is the ultimate objective |
| Constructing it all to Enhance Leadership for | | | | It can not be inherited nor can it be purchased |
| Teamwork as an Essential Goal | | | | … the laws of success are to avoid the |
| What am I referring to in the term | | | | enemy’s strength and strike his weakness |
| “Leadership for Teamwork?” | | | | You alone and our own have earned it with our |
| Organizations can try to influence leaders to work | | | | passion, heart, sweat and tears |
| as a team, but only leaders themselves can make | | | | …it is a doctrine in battle, that supreme training |
| it work. Why should you want to be a | | | | gleans a presence and makes our position |
| team-oriented leader, and how can you take | | | | invincible |
| steps to make it happen, even when the status | | | | You own it forever, the attribute & title: The |
| quo is not favorable? A strong motivator to | | | | “LeaderShaped Leader!” |
| becoming a better cohort with your | | | | If you would like to receive a copy of our |
| leaders-colleagues-peers is to take stock of what | | | | Memorandum of Understanding to guide you with |
| “not” collaborating is costing you during | | | | developing your own, simply send me an email at |
| the tough times (and, even the not so tough | | | | God Speed as you continue on your path to |
| times). | | | | experience your own unique state of Leadership |
| As you attempt to lead others and yourself, it is | | | | for Teamwork, using team building maneuvers to |
| important to keep in mind your quintessential | | | | take your people and team to new levels and |
| intention to enhance, deepen and strengthen the | | | | conquer the challenge of overcoming the |
| spirit of “we are absolutely on the same | | | | “fears of change” across the organizations |
| team, sounding with one unified voice, and | | | | and teams you are leading. |
| committed to achieving the same outcome/ | | | | |