Chapter 11: The Leader As Commander Flashcards
The authority to direct subordinates to perform duties toward the attainment of organizational objectives
Command
- Stay away until you officially assume command
- Make a clean break of your old job
- Prepare for new responsibilities
Basic guidelines for new commanders
- Understand your new position, roles & responsibilities, and boss’ expectations
- Become proficient in your mission knowledge & technical expertise
- Get to know your people
- Ascertain the unit’s health
- Determine the direction you want your unit to take - establish priorities
Priorities for the first 90 days of a command
- Be yourself - a self-confident commander does not don new clothes
- You’re not “one of the guys” anymore
- Beware the temptations of ego - rank does not confer privilege or give power; it imposes responsibility
3 challenges a new commander may face when assuming command
- start with the intent from your commander
- the mission at hand will specify goals and objectives
Developing a command intent
Commander’s Intent
A leader’s concise expression of purpose
- a basic philosophy that is consistent with the superior commander’s own command intent
- an explanation of why the mission matters
- an assessment of what the opposition is trying to do
- a scope of empowerment
- a tolerance for risk and a sense of when the risks outweigh potential benefits
The components of a command intent
- via a carefully prepared SPEECH / DOCUMENT
- INFORMAL REMARKS, a give-and-take dialogue
- allowing the passage of TIME to reveal your overall philosophies, expectations, & intentions
Three approaches for communicating command intent
- an overarching reason for being
- human connection
- logical sequencing
- measurable achievement
The components of a mission statement
- Involve the troops
- Consider stakeholders’ perspectives
- Reflect upon tough, soul-searching questions
The steps in developing a mission statement
(1) Why does this job exist? What is its basic purpose?
(2) What does the job accomplish?
(3) How does this job relate to other jobs in the organization?
Questions that a good job description might answer
- Joint Authorship (boss & those doing the job)
- Job Functions (list key responsibilities, functions, duties)
- Performance Standards (quotas, acceptable error rates, deadlines, etc)
Basic principles to follow when writing a job description
- Candidates wear masks to interviews (superficial personae, awkwardness, exaggerating abilities)
- Encouraging the interview to be a 2-way dialogue
Challenges that an interviewer must overcome during a job interview
- create thoughtful questions connected to job description
- rate candidates with the same scorecard
- read the candidate’s resume before the interview
- break the ice; make the candidate comfortable
- acknowledge the candidate made it this far; explain the interview’s purpose
- really listen
- use why, open-ended, and situational questions
- take notes
- offer opportunity for final remarks
- shake hands, thank their time
- immediately evaluate on the scorecard
Practical tips for conducting an interview
- Halo effect
- Attraction bias
- Impressive references
- Nepotism
Four hazards are hiring manager must overcome with new hires
The tendency to favor people who come from a background similar to one’s own, or share the same interests
Halo effect
Bias to physically attractive people; perceived as more sociable, happier, and more successful
Attraction bias
Favoring relatives or friends and professional matters, especially hiring
Nepotism
Hiring is a matter of ____, of weighing the pros and cons.
Trade-offs
Termination should be a ____ ____.
last resort
- The boss should treat the subordinate with perfect dignity
- You can bounce back after being fired and find professional success elsewhere
The principles of dismissing staff with dignity
The absence of leadership - no concern for the mission or team
Laissez-faire
