Archive for the ‘Leadership’ Category

Leadership Secrets of Non-Fictional Characters (part 7 of a series).

Wednesday, September 14th, 2011

Ranger Up is one of my preferred clothing vendors. (As I may have noted previously, I am partial to my “Mr. Grenade” shirt, since that phrase gets a lot of use around the office.)

Anyway, I was poking around the site this morning (looking at the new MAC-V SOG shirt) and ran across Nick’s Rules on Leadership. I think these are linkworthy. There is a lot of overlap with other entries in the leadership series, but this is the kind of thing that’s good to have in one place, maybe so you can print it out and drop it on someone’s desk.

(I would like to note, for the record, that I do not currently feel any need to print this out and drop it on someone’s desk. I note this because certain someones have mentioned that they read this blog. This is also one of the reasons I do not talk very much about my work life.)

(I would also like to note, for the record, that I haven’t abandoned the leadership series, even if there haven’t been any recent updates. I post stuff when I find it, and when I think it is worth posting.)

Leadership Secrets of Non-Fictional Characters (part 6 of a series).

Tuesday, February 22nd, 2011

There is no way that I can, in good conscience, continue to do this series and not call out Ambulance Driver’s essay “On Teaching, Mentoring, and Stewardship“.

Academics in all disciplines struggle with teaching attitudes and behavior, and few succeed at it. Those that do are easy to spot. Chances are, you’ve seen them yourself. If you think back on all the teachers you’ve had in your life, I’ll bet you could pick out one or two that had the most positive influence.

In your moments of greatest stress and indecision, whose advice do you crave? Who do you first think of when you want to share the elation of a professional triumph? When you feel beaten and discouraged, whose voice whispers your mental pep talk? Who plants the metaphorical foot in your ass when you need the motivation?

Right now, you’re probably smiling, thinking of just such a person.

Your mentor.

Please go read the whole thing. Yes, AD is writing from the perspective of an EMS professional, and there are EMS specific references scattered throughout. But, just as I do with every other “Leadership Secrets” entry, I trust my readers to be able to analyze, synthesize, and apply what’s applicable to their own situation.

The only complaint I feel like I can make about AD’s essay is that he didn’t write it 15 years ago, when I really needed to hear it. Then again, “when the student is ready, the teacher appears”, and I doubt I was ready 15 years ago.

Firing watch.

Sunday, January 2nd, 2011

Little snark here, because I find this kind of sad and disturbing.

Mike Haywood is out as head football coach of the University of Pittsburgh, two and a half weeks after being hired, and before he even coached a game. I’m not sure if that’s a record, but if not, it comes pretty darn close.

Haywood’s firing stems, at least in part, from an arrest on felony domestic violence charges in Indiana. According to the Post-Gazette, Haywood became involved in a domestic dispute with a woman he has a child with; the charge was upgraded to a felony because the alleged domestic violence took place in front of the child.

The ESPN story linked above and, to some extent the Post-Gazette story, also seem to suggest that Haywood’s hiring was somewhat controversial; Haywood didn’t have an extensive record as a head coach before he was hired, while the Post-Gazette suggests the hiring process was rushed and driven entirely by athletic director Steve Pederson.

Mr. Haywood had announced that he was bringing two assistants from Miami — assistant head coach Bill Elias and offensive coordinator Morris Watts — with him but neither signed contracts and it has been made clear that anyone whose employment at Pitt was associated with Mr. Haywood will not be a part of the future.

That’s the thing about being a leader; what you do doesn’t just have an effect on you, but on the people around you as well. It disturbs me that the assistants are getting the shaft, and it bothers me a little that Haywood was let go that quickly (without the university waiting for the legal system to take its course). I’m a little hesitant to go along with some of the speculation that Haywood was an unpopular hire, and the university saw a chance to cut their losses and bring in someone else, because that makes me sound like I’m condoning thumping on one’s woman. (I don’t.) It does make me wonder.

(Hattip: FARK.)

TMQ watch: December 21, 2010.

Tuesday, December 21st, 2010

Instead of a clever introduction to this week’s TMQ, I’m going to give you, my loyal readers, a fitting present for the holiday season. After the jump…

(more…)

A little sentiment, a little advice…

Friday, December 3rd, 2010

Ken over at Popehat has a good post up about his advice to a young lawyer arguing his first case.

Reading over it, it struck me that his advice could be pretty well generalized for everyone, not just lawyers:

  1. Don’t think about being the best, think about being the best prepared.
  2. (Quoted directly from Ken): “Stand straight, speak clearly and firmly and unapologetically, and act like you deserve to be there — because you do.”
  3. “I don’t know,” is never an acceptable answer. “I don’t know, but I will find out” is.
  4. When you’re trying to persuade people of something, you have to believe in something.

Add Wheaton’s Rule to that list, and it strikes me as being a pretty good way to lead your life. Or to lead other people.

Where do we get such men?

Thursday, October 7th, 2010

Staff Sergeant Robert J. Miller was awarded the Medal of Honor on Wednesday.

Sgt. Miller’s unit was ambushed by a group of about 100 insurgents in the Gowardesh Valley of Afghanistan on January 25, 2008. Miller’s unit was pinned down and exposed to devastating fire.

Miller radioed to his fellow troops to seek cover. He then charged the enemy, killing at least 10 insurgents and giving the Afghan and U.S. troops a chance to move to a safer spot, according to U.S. Army reports.

By the way, the award was posthumous; Sgt. Miller was killed in the firefight.

(NYT article.)

Leadership Secrets of Non-Fictional Characters (part 5 of a series).

Tuesday, September 21st, 2010

Also the quote of the day:

“…I had always believed that if somebody who worked with me went home feeling like a jerk for giving their time and their genuine effort, then it was me who had failed them—and in a very personal, fundamental way.”

—Anthony Bourdain, Medium Raw: A Bloody Valentine to the World of Food and the People Who Cook.

Question for you leaders out there: how do your people go home at the end of the day?

I hate to say this.

Thursday, August 5th, 2010

But I believe President Obama has done something right.

Back during the Vietnam war, there was a four-star general in the Air Force named John D. Lavelle. In 1972, he was accused of ordering unauthorized bombing missions in North Vietnam, and of trying to cover up those missions. General Lavelle denied the charges, and claimed the missions were authorized; however, he was demoted and forced to resign anyway.

Lavelle died in 1979, but insisted in interviews that the missions were authorized, and that he was acting on the orders of the Joint Chiefs of Staff.

Yesterday, President Obama asked the Senate to restore General Lavelle’s missing star, which would effectively (in my humble opinion, and in the opinion of the WP) restore General Lavelle’s honor.

The president’s decision is based on evidence uncovered by Aloysius Casey, a retired general, and his son, Patrick, who were researching a biography of another Air Force general. In the process of their research, they found documents showing that, yes, the Joint Chiefs of Staff knew of and authorized the missions.

Even more damning, they found audio recordings showing that President Nixon also ordered and knew of the missions, and actually dithered about whether or not to throw General Lavelle under the bus.

“I just don’t want him to be made a goat, goddamnit,” Nixon told his national security adviser, Henry Kissinger, on June 14, 1972, a few days after it was disclosed that Lavelle had been demoted for the allegedly unauthorized attacks. “You, you destroy a man’s career. . . . Can we do anything now to stop this damn thing?”

On June 26, Nixon’s conscience intervened in another conversation with Kissinger. “Frankly, Henry, I don’t feel right about our pushing him into this thing and then, and then giving him a bad rap,” the president said. “I don’t want to hurt an innocent man.

Leadership Secrets of Non-Fictional Characters (part 4 of a series).

Tuesday, June 15th, 2010

By way of Houston’s Clear Thinkers, we have discovered The American Scholar‘s reprint of a speech given by William Deresiewicz at West Point in October.

Why is it so often that the best people are stuck in the middle and the people who are running things—the leaders—are the mediocrities? Because excellence isn’t usually what gets you up the greasy pole. What gets you up is a talent for maneuvering. Kissing up to the people above you, kicking down to the people below you. Pleasing your teachers, pleasing your superiors, picking a powerful mentor and riding his coattails until it’s time to stab him in the back. Jumping through hoops. Getting along by going along. Being whatever other people want you to be, so that it finally comes to seem that, like the manager of the Central Station, you have nothing inside you at all. Not taking stupid risks like trying to change how things are done or question why they’re done. Just keeping the routine going.

Will you have the courage to do what’s right? Will you even know what the right thing is? It’s easy to read a code of conduct, not so easy to put it into practice, especially if you risk losing the loyalty of the people serving under you, or the trust of your peer officers, or the approval of your superiors. What if you’re not the commanding officer, but you see your superiors condoning something you think is wrong?

How will you find the strength and wisdom to challenge an unwise order or question a wrongheaded policy? What will you do the first time you have to write a letter to the mother of a slain soldier? How will you find words of comfort that are more than just empty formulas?

Go. Read.

Leadership secrets of Non-Fictional characters (Part 3 of a series.)

Thursday, May 13th, 2010

One piece of writing that changed the way I thought is Seth Godin’s “Why Are We Willing To Tolerate Bullies?” essay in Fast Company issue number 41. If you have not read that essay, I commend it to your attention.

That essay is the first thing I thought of when I read this entry in the “Diner’s Journal” blog at the NYT: “Why I Got Kicked Out of a Restaurant on Saturday Night” by Ron Lieber. The short version: Mr. Lieber and his party sat down to dine, and were treated to the chef loudly berating one of his staff members. After this went on for a while, Mr. Lieber went into the kitchen and informed the chef that he was disrupting the dining experience, as well as being a bully, and asked the chef to stop. The chef responded by asking Mr. Lieber and his party to leave.

My reaction is that Mr. Lieber did the right and noble thing; he stood up to a bully. I would expect people to be backing him up. Instead, many of the comments at the NYT site seem to take the chef’s side, talking about the kitchen being “sacred” space, or making Gordon Ramsey comparisons.

The kitchen is sacred space, and Mr. Lieber shouldn’t have entered? No, not when I’m paying for the dining experience, and you’re disrupting it. Once what goes on in your “sacred space” overlaps into my space, you’ve lost any right you have to privacy.

Yes, kitchens are rough places to work, as Anthony Bourdain will tell you. But he’s also made it clear that there’s a difference between normal kitchen behavior, where people blow up at each other and get over it in a few minutes, and this kind of pathological yelling at staff.

Gordon Ramsey does it? Maybe he does; all most of us have seen is his TV persona, and I’ve seen damn little of that. I’ll tell you something else about Gordon Ramsey, though. Bourdain tells a story about what happened when Ramsey quit one of the restaurants he was working in; the entire staff quit. Not just the back-of-the-house kitchen staff who were closest to Ramsey, but the entire front of the house staff as well. Can you inspire that kind of loyalty in your staff? Then maybe you can get away with yelling at them like Ramsey.

When we tolerate bullying behavior, even if it’s just putting up with a chef yelling in a restaurant, we’re moving down a slippery slope. One day, it’s just someone yelling at his staff. But tolerate that long enough, and eventually you’re tolerating prosecutors and judges trying to railroad innocent defendants. At some point, we need to draw a line and stand up to the bullies. And we need to backstop each other when we do.

Well done, Mr. Lieber. Shame on you, Marc Forgione.

(Hattip: Mom for the NYT article. Popehat has the best short summary I’ve found of the Tonya Craft trial, with plenty of links to other coverage. Reason’s “Hit and Run” blog has been on the case as well.)

Leadership Secrets of Non-Fictional Characters (part 2 of a series).

Wednesday, March 17th, 2010

At Half-Price Books not too long ago, I found Kipling Abroad: Traffics and Discoveries from Burma to Brazil, a collection of Kipling’s travel writing.

There’s a rather striking paragraph in one of the essays, “Some Aspects of Travel”. Kipling’s talking about why some men seem to be able to inspire impossible efforts from people everyone else considers to be no-accounts, while other men couldn’t motivate a hand-picked crew of highly skilled individuals to organize a piss-up in a brewery.

A man was asked some time ago why he invariably followed a well-known man into most uncomfortable situations. He replied: ‘All the years I have known So-and-so, I’ve never known him to say whether he was cold or hot, wet or dry, sick or well; but I’ve never known him forget a man who was.’ Here is another reply to a similar question about another leader, who was notoriously a little difficult to get on with. One of his followers wrote: ‘So-and-so is all you say and more; and he grows worse as he grows older; but he will take the blame of any mistake any man of his makes, and he doesn’t care what lie he tells to save him.’ And when I wrote to find out why a man I knew preferred not to go out with another man whom I also knew, I got this illuminating diagnosis: ‘So-and-so is not afraid of anything on earth except the newspapers. So I have a previous engagement.’ In the face of these documents, it looks as though self-sacrifice, loyalty, and a robust view of moral obligations go far to make a leader, the capacity to live alone and inside himself being taken for granted.

Quote of the day.

Thursday, March 4th, 2010

You tend to attract what you put into the world, and every second you spend being a dick is a second wasted. I’m 37, and while I’ve looked back on times I was a dick with great regret, I’ve never thought to myself, “You know, I really wish I’d spent more time being a dick to people.”

Wil Wheaton