Leadership and Command

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Leadership and Command

• BGen (retd) Joe Sharpe
• CPO 1 (retd) George Dowler

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Art or Science?

• Many think of leadership as an art you are born
  with the natural talent, and can only learn so
  much
• Others see it as a science learn the rules and
  the proper sequencing, and it all falls into
  place
• Elements of both are correct leadership is an
  art, but it also has a strong scientific
  component
• To lead effectively, you must develop the talent
  AND learn some rules

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SCHEDULE

• 1000 1200
• 1200 130
• 130 230
• 230 330
• 330 430
• 430 500

• Presentation
• Lunch
• Intro for individual preparation and analysis
• Syndicate discussion
• Plenary Discussion of examples
• Wrap - up

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Outline

• Introduction
• What is leadership and what is command and why
  should you care anyway you just work here?
• Competency, authority and responsibility
• Why this model?
• Leadership principles, command and management
• Your part of the workshop

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The beginning of wisdom is to call things by
their right name
We seldom think of what we have, but always think
of what we miss
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Introduction some terms

• What is the difference between the terms
  leadership and command (and where does management
  fit)?
• Command is the ability to direct and control
  actions any individual can command, but not all
  chose to
• Leadership is the human dimension of command
  only humans can command, but not all humans do
  command

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Introduction some terms

• Command, to be effective, needs more than
  leadership a leader without tools (skills) and
  a means to use them (authority) cannot achieve
  the mission
• You cannot have effective command without
  competent leadership, but good leadership without
  an ability to exercise command is useless
• When things go wrong, it is too easy to blame
  poor leadership when the command environment is
  flawed

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What is a Model?

• Model n. A representation that mirrors,
  duplicates, imitates or in some ways illustrates
  a pattern of relationships observed in data or in
  nature When used in this sense a model becomes a
  kind of mini-theory, a characterization of a
  process and, as such, it value and usefulness
  derive from the predictions one can make from
  it
• Arthur S. Reber. The Penguin Dictionary of
  Psychology

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Command Model

• Why use a model to discuss leadership?
• If you dont have something repeatable, its all
  just opinion
• If everyone doesnt use the same context, then
  its just your opinion
• Major problems with personality based approach to
  leadership we cant all be Churchill
• Need a framework to compare experiences and
  within which to draw lessons to be used to
  improve the situation otherwise, you WILL screw
  up again
• This model works, and it causes less agony than
  experimenting with real life

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CAR Model for Command

• Competency physical, intellectual,
  interpersonal and emotional
• Authority legal and personal
• Responsibility extrinsic and intrinsic
• Effective command demands a balance amongst
  competency, authority and responsibility

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Command-Capability Space
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Three Dimensions of Command 1. Competency

• Competencies are the skills and abilities needed
  to accomplish the job assigned
• They break down into four general categories
• Physical
• Intellectual
• Emotional
• Interpersonal

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Three Dimensions of Command 1. Competency -
physical

• Physical strength, sufficient to the task
• Sensory motor skills
• Good health
• Agility
• Endurance

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Three Dimensions of Command 1. Competency -
intellectual

• Planning ability
• Monitoring the situation
• Reasoning
• Making inferences
• Visualising the problems
• Assessing risks
• Making judgements
• Creativity
• Flexibility
• Willingness to learn

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Three Dimensions of Command 1. Competency -
emotional

• Resilience
• Hardiness
• Ability to cope under stress
• Toughness (ability to accept consequences of
  decisions)
• Ability to maintain emotional balance and
  perspective
• Sense of humour

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Three Dimensions of Command 1. Competency -
interpersonal

• Social skills
• Trust, respect, perceptiveness, and empathy (to
  promote effective team work)
• Ability to articulate thoughts, ideas and vision,
  verbally and in writing

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Three Dimensions of Command 1. Competency -
summary

• Competency develops over time continuous
  learning, both personally and for subordinates,
  is a leadership responsibility
• One competency should not be confused with
  another just because someone has great physical
  skill, it does not mean they are intellectually
  competent
• Developing competencies may be different for
  different people not everyone needs the same
  developmental program

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Three Dimensions of Command 2. Authority

• Authority defines the commanders domain of
  influence, the degree to which he/she is
  empowered to act, the scope of the power and the
  resources available to enact his or her will
• Authority is assigned from external sources OR
  that which a person earns by personal credibility
• Can be considered as legal authority and personal
  authority

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Three Dimensions of Command 2. Authority - legal

• Legal authority is the power to act as assigned
  by an outside agency
• Expressed explicitly in laws and regulations, it
  assigns resources and personnel for accomplishing
  the task
• Militaries have a special degree of legal
  authority, to enforce obedience, and to knowingly
  place members in harms way (if necessary)

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Three Dimensions of Command 2. Authority -
personal

• Personal authority is given informally by peers
  and subordinates it cannot be demanded and it
  cannot be directed
• Personal authority is earned over time, based on
  reputation, experience and character most often
  through personal example
• Achieved by professional knowledge and ability,
  BUT ethics, values, courage (physical and moral)
  and integrity are the lasting source for personal
  authority

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Relationship between legal and personal authority
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Three Dimensions of Command 3. Responsibility

• Responsibility is the degree to which an
  individual accepts the LEGAL and MORAL liability
  matching the authority
• Responsibility is externally generated
  (extrinsic) and internally generated (intrinsic)
• Externally imposed responsibility must be
  accepted i.e., the individual must be willing
  to held accountable before it is effective
• Intrinsic or internal responsibility is the
  degree of self-generated obligation towards the
  task and the people associated with it

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Three Dimensions of Command 3. Responsibility -
Extrinsic

• Extrinsic responsibility is associated with
  personal authority authority which brings
  expectations
• Personal authority implies accountability down to
  those who are the source of empowerment
• Extrinsic responsibility is the degree to which
  an individual feels accountable up to superiors
  and down to subordinates it is a commitment to
  dispense power responsibly
• If not in place, the potential for abuse of power
  is great

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Three Dimensions of Command 3. Responsibility -
Intrinsic

• Intrinsic responsibility is associated with the
  concepts of honour, loyalty and duty
• This is the most fundamental component in the
  dimension of command, without which little would
  ever get accomplished
• Intrinsic responsibility is greatly affected by
  whether or not the leader is in the position
  voluntarily, or feels conscripted to do the task,
  and whether the position (organisation) is
  generally respected by the public

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Responsibility real world

• I cannot take comfort in saying I did the best
  I could. As a Commander you either accomplish
  your mission or you dont. I failed in mine.
  Romeo Dallaire

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Relationship between authority and responsibility
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Relationship between authority and responsibility

• If there is acceptance of high levels of
  responsibility without high levels of authority
  being given, the result is ineffectual command.
• Ineffectual command undermines the very purpose
  of an organisation
• The mission does not get accomplished and the
  leader (who is powerless to act) feels
  responsible for not having done so

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Relationship between authority and responsibility
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Relationship between authority and responsibility

• Fourth quadrant represents great potential for
  abuse of command
• High level of authority has been assigned or
  earned, but the individual does not accept
  responsibility for the use of the power
• Also represents the situation where automatic
  systems make the decisions

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Command-Capability Space
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Balanced Command Envelope
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Evolution of a Mature Leader
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So, how about leadership?

• Understanding the environment in which leadership
  takes place is important, but
• Knowing and applying fundamental leadership
  skills is equally important
• Real leadership requires more than academic
  knowledge
• In the real world, people and organisations are
  hurt when leaders cannot or do not lead

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Leadership, Command, Management

• Leadership may be exercised by anyone, regardless
  of organisational position, and may be directed
  up, across, down and even outside of the
  organisation
• Command is bounded by the lawful authority
  delegated to an individual and is exercised down
  the chain
• Management is bounded by the resource authority
  delegated to a manager and exercised down the
  managerial chain

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Leadership Defined

• directly or indirectly influencing others, by
  means of formal authority or personal attributes,
  to act in accordance with ones intent or a
  shared purpose.
• Leadership in the Canadian Forces - Doctrine

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Effective Leadership

• directing, motivating, and enabling others to
  accomplish the mission professionally and
  ethically, while developing or improving
  capabilities that contribute to mission success.
• Leadership in the Canadian Forces - Doctrine

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Leadership in the Canadian Forces

• Effective CF leaders get the job done, look
  after their people, think and act in terms of the
  larger team, anticipate and adapt to change, and
  exemplify the military ethos in all they do.
• General Rick Hillier
• Chief of the Defence Staff

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Leadership another description

• Influence is the essence of leadership. Much of
  the activity of formal leaders involves attempts
  to influence the attitudes and behaviour of
  people, including subordinates, peers, superiors,
  and outsiders.
• Gary Yukl, Leadership in Organisations, 5th
  Edition.

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Management as a Component of Command

• Every successful senior military commander in
  history has demonstrated, if not mastery of, at
  least competence in managing resources the
  skilled application and employment of resources
  has always been an enduring characteristic of
  good generalship.
• -Vice-Admiral (retired) Gary Garnett

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Command

• The essence of command is the expression of the
  human will
• In military terms this is known as the
  commanders intent
• Everything a commander does is driven by his/her
  vision, goal or mission, and the will to realise
  it
• Thus, command is the purposeful exercise of
  authority, over structures, resources, people and
  activities

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Command is

• the creative expression of human will
  necessary to accomplish the mission.
• Only humans command (but not all of them do)
• Commanding is not the same as ordering
  commanding implies the interpretation of an order
  and altering it to suit the specifics of a
  situation
• Thus a person working alone can command, even
  though there is no one to order

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Commanding needs

• More than wanting an outcome. Wishing something
  to happen is insufficient to achieve it
• The creative expression of human will also
  requires the means and the opportunity. Thus, to
  command one needs the resources (and power) and
  freedom to act AUTHORITY
• Commanders must be held accountable fro their
  creative actions - RESPONSIBILITY

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Leader Characteristics

• Knowledge and Skills
• Cognitive ability (ability to handle abstract
  concepts and ideas, moral reasoning, professional
  judgement)
• Social capacities
• Personality traits (integrity, adaptability,
  self-assurance)
• Professional motivation and values

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Principles of Leadership

• Achieve professional competence and pursue
  self-improvement look for ways to develop your
  competency
• Clarify objectives and intent know what is
  expected of you
• Solve problems, do not avoid them make timely
  decisions
• Direct, motivate by example share risks and
  hardship

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Principles of Leadership

• Build teamwork, avoid things that corrode team
  cohesion and find ways to build harmony
• Train individuals and teams, share your knowledge
  
• Keep subordinates informed, explain events and
  decisions, communicate
• Mentor, educate and develop subordinates

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Principles of Leadership

• Learn from experience, welcome advice from those
  who have experience, but recognise advice is not
  direction
• Exemplify and reinforce organisational culture
  maintain discipline uphold professional norms
• Treat subordinates fairly, respond to their
  concerns, represent their interests
• Maintain situational awareness seek information
  keep current

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Personal Observations

• When things go wrong, it must be called a
  failure, but it is not always a failure of the
  leader
• Responsibility and authority are often mismatched
  people are assigned responsibility more easily
  than authority
• People seek authority more often than
  responsibility
• Unintended consequences are pervasive in many
  organisations many decisions are made with no
  idea of eventual consequences, even within the
  same section

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How Do You Meet the Challenge

• When assigned a leadership task, understand the
  relationship amongst competency, authority and
  responsibility that exists seek a balance
• Remember and exercise leadership principles
• Discriminate between advice and direction
• Your primary responsibility, after the task is
  completed, is to take care of your subordinates

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DNDs ETHICAL HIERARCHY

• Respect the dignity of all persons
• Serve Canada before self
• Obey and support lawful authority

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?
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Checklist

• CWN Workshop

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First Question

• Is this a command situation, i.e., is there a
  human in the loop that desires an outcome? Is
  there a mission, a leader, and are there
  subordinates?

• Yes identify who is the commander, what
  outcome is desired and what is the mission or
  task.
• No time to go to the bar

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Second Question

• Is this a balanced command situation, i.e., are
  the three components competency, authority and
  responsibility in balance?

• If yes, can you identify which competencies are
  key to achieving the balance?
• If no, can you identify which aspect or aspects
  are not in balance using the steps that follow?

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Third Question

• Is competency a factor in this situation?
• Physical competency?
• Physical strength
• Sensory motor skills
• Good health
• Agility
• Endurance

• Yes ______ No ______
• Yes ______ No ______
• Yes ______ No ______
• Yes ______ No ______
• Yes ______ No ______
• Yes ______ No ______
• Yes ______ No ______

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SUMMARY
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Command-Capability Space
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Leadership Dilemma(through C.A.R.)
Intellectual Physical Emotional Interpersonal

• A good leadership situation implies balance
  amongst
• competency
• authority
• responsibility

Responsibility
Competency
Extrinsic Intrinsic
Authority
Legal Personal
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Leadership Dilemma

• A bad leadership situation can develop when
  competency is low. Attempts to compensate with
  increased use of authority. Usually
  responsibility is avoided.

Competency
Responsibility
Authority
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Leadership Dilemma

• A frustrated leadership situation can develop
  when competency is high, but authority and
  responsibility have not kept up. The
  organisation may well lose a competent leader.

Responsibility
Competency
Authority
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Leadership Dilemma(through C.A.R.)

• A good leadership situation will deteriorate when
  balance disappears if a leaders responsibility
  increases (intrinsic or extrinsic), without an
  increase in competency and authority, the leader
  will be ineffectual (but feel bad) and will be
  blamed for the failure.

Competency
Responsibility
Authority
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Contact info

• BGEN G.E. (Joe) Sharpe
• 1863 des Épinette ave
• Orleans, Ontario
• K1C 6N5
• Tel. [phone]

Email sharpe_at_forces.gc.ca gordonsharpe_at_aol.com

• George Dowler
• 125 McInnins Rd
• RR1 Chester Basin
• Nova Scotia
• B0J 1K0
• Tel. [phone]
• Cell 902-488-1519

Email seaMarkCon_at_netscape.net Fcpo200_at_hotmail.com
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Life is drawing without an eraser
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• In life, you either follow paths or make trails.

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Vanity asks the question is it
popular? Conscience asks the question is it
right? Martin Luther King Jr.
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• Character is what you are reputation is what
  others think of you.

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Leadership

• The day soldiers stop bringing you their
  problems is the day you have stopped leading
  them. They have either lost confidence that you
  can help them or concluded that you do not care
• Either case is a failure of leadership
• Gen. Colin Powell