This is an excellent video presentation on McChrystal’s ideas on organizations and leadership (‘It Takes A Network’), as applied to businesses today. He really dives into the complexities of today’s wars and market place, and talks about his lessons learned at JSOC and with special operations. Of course our industry should pay attention, because we are the ultimate combination of business and war.
One theme that you see with many books on special operations/leadership is how much of an impact Operation Eagle Claw had on the spec ops community. That failure was a hard lesson to swallow, and the leaders of that community at the time had to really dig into what went wrong and how to fix it. This is a starting point with McChrystal’s talk, and it sets the tone perfectly.
McChrystal also delves into the second reshaping of the JSOC organizational structure, and that is modern terrorism and 9/11. That the problem was very complex, and that there were so many pieces (agencies, units, foreign partners, etc.) to put together in order to be effective, and that they were fighting networks. The traditional top down management structure was not working, and could not effectively use or control all of these pieces. It couldn’t keep up either, and that is not a good position to be in.
So what happened was a rethinking on how to make this machine called JSOC into a network that could compete with terrorist/enemy networks. Nothing new if you have been following the blog or reading McChrystal’s stuff. Very cool, and watch the video if you want a better picture of what I am talking about.
As to today’s PMSC’s and their organizational structures? Good question, and I have never really dived into that. It would make for a fantastic thesis or chapter in someone’s book, and authors/researchers might have already touched this issue. Who knows, and maybe some of the readers can present some examples?
With my limited exposure to companies and their organizational structures, most follow a traditional top down approach. Although what is interesting is that corporate usually has no idea what is going on at the ground level with contracts, and they are highly dependent on the Project Manager to find that out with the leadership out in the field. PM’s are the ones that should be keeping a track of that leadership out in the field as well–but sadly, many companies operate with the PM at the home country office and they lead through emails or video conferencing. They might visit out in the field now and then, but that costs money in the eyes of corporate, so it is one of those deals where some PMs do it more than others based on what corporate will allow.
So companies do put a lot of trust into those leaders out in the field. If anything, companies forget about those leaders or could care less about properly supporting them or listening to their concerns. These leaders out in the field have to interpret emails and policies and directives, while at the same time making sure the troops and the client they are providing a service too is happy. These guys are where the rubber meets the road with contracts, and they have a lot of impact.
These mid-level field managers might have several site managers under them. Under those site managers, there might be a day shift, mids, and night shift supervisors. They might have team leaders in charge of PSD details, and PSD teams might be permanently assembled or piecemeal depending on how the organization and man power is set up. Rotations of folks coming in and out of that country/war zone has an impact on how things are done as well. There are so many organizational models and types of operations that contractors create, that it would be very interesting to try to tap into that and see what works and what doesn’t. Even PMSC’s from Europe and elsewhere bring their own brand of organization structure to the table, and it is fascinating to see that stuff in action.
Companies also lack the proper policies and incentives to grow leaders into those positions. This is a big problem out there, and it is something I have covered before. You will see managers in the field, hand pick whomever they want, and PM’s usually just go with that choice–partly because they really don’t have any guidance or support from corporate. Which is great if that manager knows how to do that, but absolutely sucks when they create really poor teams of leaders that the rest of us have to put up with.
With that said, the really poor teams of leaders are usually defined by guys that are extremely loyal to that manager, and pose no threat to that manager’s position. Much like how dictators operate. It is how you get teams of yes men that do not question that manager, and it is also how you get group think scenarios. PM’s would be very wise to pay attention to how and why mid-level managers pick the folks they pick. Was it based on merit, experience and good leadership skills, or were they chosen based on ‘what’?
Also, if the company has poorly set up the pay and incentives with the idea of hanging on to good people, then growing leaders is damn near impossible. Or if they do not offer a way to advance in the organization that is fair and makes sense, then folks will have no interest in participating in that. We default back to how mid-level managers assemble crap teams, because either they are more concerned with loyalty or they just don’t have a lot to choose from–because the company really doesn’t care about ‘growing leaders’ or seeking good leaders during recruitment.
So why am I adding this to McChrystal’s deal on organizational structures and networks? Hopefully companies will look at Crosslead and other ideas on how best to manage their folks and organize their companies for success. In a way, incidents that are extremely embarrassing to the industry and companies, are like mini-Operation Eagle Claws, and all companies should be striving to learn from their mistakes/embarrassments and continuously improve (Kaizen). Perhaps there is a better way of structuring your organization, and maybe you can do things that will create the necessary leaders to manage that? –Matt
Design, Teamwork, And Leadership Lessons From Gen. Stanley McChrystal: Must Watch
By Austin Carr
05-02-2012
McChrystal shared the lessons he learned as leader of the Joint Special Operations Command and talked about how they translate to business at Fast Company’s recent Innovation Uncensored conference.
For five years, retired General Stanley McChrystal led the Joint Special Operations Command, or JSOC, the branch of the military charged with special operations planning that was responsible for the death of Osama bin Laden one year ago. The successful raid on bin Laden’s compound took place after McChrystal’s tenure, but the crucial lessons he learned during his years commanding JSOC have applications in all industries.