Chapter 10 Flashcards
Chapter 10 Leading Up/Down the Chain of Command p229
Combat story
Authors reflect on time in Iraq. After being returned stateside, are asked to make a presentation covering accomplishments in Iraq. Reveals that even senior leadership involved in planning did not fully understand how individual missions tied into greater overarching goal. Troops unaware of how their individual efforts tied into overarching goal experienced higher combat fatigue and lower morel. The failure to clearly connect the dots from missions to goals was a failure both up and down the chain of command.
Chapter 10 Leading Up/Down the Chain of Command p229
What do senior leaders possessing insight into the bigger picture of why specific tasks need to be accomplished need to share with Junior leaders and troops executing those missions?
It’s important that senior leaders explained to junior leaders and troops executing missions how their role contributes to the big picture success.
Chapter 10 Leading Up/Down the Chain of Command p229-230
Why is it necessary for leaders to routinely communicate with their team members helping them understand their role in the overall mission?
Because connecting the dots between their mission and the overall mission is never as intuitive as leaders might assume.
Chapter 10 Leading Up/Down the Chain of Command p230
How does it benefit frontline leaders and troops when they can connect the dots between what they do every day to how that impacts the company’s strategic goals?
This understanding helps team members prioritize their efforts in a rapidly changing environment.
Chapter 10 Leading Up/Down the Chain of Command p230
Leading down the chain of command
leadership explaining how frontline’s troops actions affect the overall strategic goal, which allows members to prioritize their efforts in a changing environment. Requires senior leaders step out of office and personally engage frontline troops to understand their particular challenges and read them into the commander’s intent. This enables the team to understand why they’re doing what they’re doing facilitating decentralized command.
Chapter 10 Leading Up/Down the Chain of Command p230
If your team isn’t doing what they need to do, and can’t see the strategic picture as a leader what is required?
You must figure out a way to better communicate it to them. In terms that are simple, clear, and concise so they understand. This is leading down the chain of command.
Chapter 10 Leading Up/Down the Chain of Command p237
Combat story 2 leading up the chain of command
Senior leadership was receiving multiple questions concerning contingencies of their missions. All these questions upset second-in-command, as slowing down planning. First in command pointed out their questions reflected gaps in knowledge produce from their lack of experience in the area and the lack of detail in their mission request. Instituted leading up the chain of command where they provided detailed reports, invited the CO along for missions gaining their trust.
Chapter 10 Leading Up/Down the Chain of Command p237
How do you accomplish leading up the chain of command?
Requires tactful engagement with immediate boss to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately went. To do this leader must push situational awareness of the chain of command.
Chapter 10 Leading Up/Down the Chain of Command p237
What makes leading up the chain of command more difficult than leading down the chain of command?
Requires more savvy and skill, the leader cannot fall back on positional authority. Instead the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism.
Chapter 10 Leading Up/Down the Chain of Command p237
When pushing to make your supervisor understand what you need what must you as a subordinate leader understand?
You must understand your supervisor must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not per represent the priority effort at that particular time. Have the humility to understand and accept this.
Chapter 10 Leading Up/Down the Chain of Command p237
What is one of the most important jobs of any leader?
To support your own boss.
Chapter 10 Leading Up/Down the Chain of Command p238
Was it important to always present a united front of leadership to the troops?
A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization.
Chapter 10 Leading Up/Down the Chain of Command p238
As a leader if you don’t understand why decisions are being made, request denied, or support allocated elsewhere you must ask those questions up the chain of command. What do you do with the knowledge gained?
That knowledge must be passed down the chain of command to your team. But at the end of the day once debate on a particular course is over and the bosses’ decision is made- even if that decision is one you argued against it must execute the plan as if it were your own.
Chapter 10 Leading Up/Down the Chain of Command p238
One of the major factors to be aware of when leading up and down the chain of command?
- Take responsibility for leading everyone in your world, subordinates and superiors alike.
- If someone isn’t doing what you want/need them to do, look in the mirror first determine what you can do to better enable them.
- Don’t ask your leader what you should do, tell them what you’re going to do. Sleep
Chapter 10 Leading Up/Down the Chain of Command p242
Business application of leading up the chain.
Manager frustrated by his boss is constant questions drawing him away from his duties. Failed to fully understand that he had not made his boss comfortable and needed to push more situational awareness up the chain of command.
