November 15, 2022

by Stephen T. Messenger

Two of my kids play volleyball and soccer. Over the last five years we’ve moved every summer, and they’ve been a member in over fifteen different sports teams. They join these community and High School teams where the kids all know each other and have been playing together for years.

All these kids have had relationships and interactions since kindergarten. And because they’ve always been on the same team, often with the same coach, many feel entitled to playing a particular position because that’s how it’s always been done.

You Are Owed Nothing

I see this entitled view in the leadership world as well. Many people earn a position or promotion and suddenly feel entitled to certain “benefits” that come with it. They think that because they’ve been moved to the next level or been embedded in an organization for years and years, they are owed.

This could not be further from the truth. Leaders are not owed, they owe. They owe their leadership their best effort to understand their higher level’s intent. They owe the people that work for them their best effort every day to serve the workforce and remove obstacles preventing them from succeeding.

Yet I think we all have examples of a boss who felt they were entitled to special privileges.

Earn It from the Ground Floor

Back to sports and enter the new kids. I watch my children show up and have to earn everything from the ground floor. They’re an unknown entity to coaches who have no idea of their skills and talents.

They’re competing with years of coach-athlete history and have to earn every inch of recognition. They know they’re entitled to nothing, and their playing time rests not on their history with the team, but on today’s performance.

Sometimes, they end up in their desired position. Other years they find themselves riding the bench. But either way, they have to fight and scrap and earn their way into a new group.

I used to tell this to my cadets in a college Reserve Officers’ Training Corps (ROTC) program. As a leader who arrives to a new unit, no one cares about what you did yesterday, or in college, or that one time long ago. They only care about what you’re doing today. Your resume does not follow you, and you’re not entitled to anything.

Sports Entitlement

You see a lot of bad examples in professional sports. NFL athletes hold out in preseason. Tennis players pitch a fit over a call. NBA players ask to be traded because they don’t get enough playing time.

A good leader shows up every day and doesn’t rely on what they did, but what they’re going to do.

You also see a lot of good examples in sports. The best athletes have short term memories. They possess an uncanny ability to forget the last play, good or bad, and focus on the next task at hand. Professional team sports players know they can be pulled at any time for having a bad day. They have to perform now.

Kevin Eastman, former Los Angeles Clippers vice president of basketball operations said, “Entitlement never wins championships. Investment wins championships.”

Earn This

I try to teach this to my kids. They have no right to start on any team they join. They have to invest in training over the offseason and show up at tryouts ready to perform.

I also try to model this for my kids. I too have joined five different military teams in five years. Now, I have a hefty advantage over my kids because the military provides me rank, authority, and position. Yet I never take that for granted. I too have to prepare myself for the assignment, earn trust, and work relentlessly every day on behalf of the great men and women I’m assigned to lead.

It would be easy to take a key leadership position and assume we’re owed something. The reality is leaders are entitled to nothing and have to continuously earn everything.

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November 8, 2022

by Stephen T. Messenger

This Veterans Day, I want to express one thought: Gratitude. There’s no more noble act than raising one’s right hand to support and defend the Constitution of the United States. Millions of Americans have done this to ensure our freedom, and they’re one of the many reasons America continues to thrive.

Today, our armed forces consist of all volunteers, willingly ready to place their country above themselves. Millions before them volunteered as well, serving in every conflict from the Revolutionary War to today, serving across the globe on land, sea, and air. Moreover, they stood, and stand, ready during times of peace to protect our Nation.

However, prior to 1973, America used conscription to fill much of its ranks from as far back as colonial times. Since World War I, over 16 million service members were drafted. Those drafted into service were critical to helping break the stalemate of World War I, free the globe from international oppression in World War II, and perform noble service in Korea and Vietnam.

Today, there are about 18 million veterans in our Nation, and Veterans Day is for those who previously served and transitioned into community leadership.

Veterans Are Specifically Trained in Leadership

Leadership is the most pined after trait the world seeks. Employers desperately look to hire leaders in corporate America, government positions, privately owned companies, local and State jobs, and in every workplace. Volunteer organizations desperately need leaders to inspire, motivate, and attract people to help in their mission. And families need leaders to lead their spouses and children.

The military understands that leadership is the lynchpin to success. No matter the branch or service, veterans of all ranks have been specifically trained in this discipline.

For example, a soldier with four years of service has most likely been promoted to a team leader—responsible for between three and five other soldiers. They are solely accountable for their team’s well-being, health, and welfare. They train, coach, teach, and mentor their people. They ensure the mission is accomplished at all costs. And they are the ones who are held accountable for the team’s success and failure on and off the battlefield.

World War II Junior Leaders

Junior leadership was the differentiator in World War II. After the D-Day invasion into Normandy, paratroopers were scattered across Western Europe, the majority without their assigned leaders. Yet the most junior sergeant knew it was their job to gather whoever was around and complete their objective.

And did they ever! The enemy marveled at how the American non-commissioned officer corps took initiative. These junior and leaders didn’t need to wait on orders from officers. They only needed a task and purpose, and for everyone to get out of their way.

Veterans Serving in Our Communities

Veterans return to the civilian sector as leaders. They take their skills and make a difference. The brother and sisterhood in which they grew up have embedded in a culture of loyalty and leadership. The Chief of Staff of the Army has a great saying, “People first, winning matters.” Veterans understand this.

They know the mission cannot fail and their people are the ones who accomplish that mission.

Finally, veterans come with a warrior ethos. They have grown up in an ethics-based environment which only adds to their value outside the military. Veterans have a multiplying effect whether leading in their places of work, volunteer activities, or homes. They are truly people first, and know winning matters.

Thank You!

I am incredibly grateful for these leaders making a difference—first in the military and now in the community. One day, I too will leave my service as a military leader and become a retired Veteran. Those that have already done so, have served honorably, proudly, and humbly.

On this Veterans Day, I am grateful for all who have served. I hope you’ll pass this link on to a Veteran you know to thank them for their sacrifice.

Thank you!

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Lead well!

November 1, 2022

by Stephen T. Messenger

The World Series began this week with the Philadelphia Phillies facing off against the Houston Astros. One thing I’ve noticed is that many of the great players on both teams take some big swings!

Now, many of these big swings result in big misses. The batters are putting a significant amount of energy into trying to hit home runs, and often come up short. But, if you want to achieve something big, you must swing for the fence. In leadership terms, you must take a bold risk to achieve a bold goal.

Learning from a Missed Swing

It’s okay for leaders to take big swings, and I argue it should be encouraged. I can look back on my life and remember several times where I could envision a home run, only to miss the ball as it sailed by. I prepared for these dreams, swung big, and missed.

• My dream of West Point crashed after being unable to get past the initial nomination phase
• After injuries, I was twice medically dropped out of Army Ranger School
• Working for a Fortune 500 company, I applied for a big promotion and was passed over
• For a resident PhD program, I was rejected in the application process
• Every summer my dreams of doing a flip on a wakeboard end painfully

We can all look back on our lives and remember the times we struck out. And often in our minds, the failures overshadow the great things we accomplish. But every miss is a chance to learn.

If we’re never missing, it probably means we’re not swinging hard enough.

The Journey of Walking

It’s like a toddler learning to walk. No parent yells at them when they fall. There’s an “Uh oh, get back up!” moment, and the toddler tries again. They constantly fall, learn something, and give it another go.

Toddlers have unlimited opportunities in learning to walk. In baseball, there are three strikes, nine innings, and 162 games. In leadership, there are thousands of chances to try, fail fast, learn, and then try another way or attempt something new.

Because when we make contact off, our gains are much larger.

Swinging for the Fences in Philly

In honor of the Phillies World Series berth, some Philadelphia history of swinging big:

The founding fathers signed the Declaration of Independence knowing that if they missed, they would all be executed for treason. This decade, we’ll hit 250 years of thriving.

George Washington crossed the frozen Delaware River on Christmas Night placing the entire fate of the fledgling Nation on this operation. This home run saved the army from dissolving.

In more recent news, Rocky Balboa’s odds of beating Apollo Creed were scarce. Yet Rocky faced Apollo down and first tied, then defeated him in the ring.

Big swings lead to big gains! It’s about putting every ounce of energy into tackling Big Hairy Audacious Goals (BHAG) knowing that you may miss entirely, but always with the hope of connecting.

Risk vs. Gamble

It’s not just about taking big swings, but about preparing for those opportunities. A risk is a calculated move to seek a great advantage. It comes with planning, foresight, mitigation, and understanding the right time. It’s about taking that big swing when you believe a payoff is coming.

A gamble is pure chance, like closing your eyes and hoping to make contact. A gamble is a Las Vegas roulette wheel or investing in a flip property when you haven’t read the market nor calculated the repair costs.

Failures Lead to Success

The failures in my life noted above were risks. I was prepared for all of them and put time and effort into achieving them. I still swung and missed. But every time I learned something and kept swinging.

I can look back on my life and see the times I’ve stretched for some difficult goals and connected.

• Applying to an Army ROTC college scholarship and getting it
• Volunteering to attend Airborne School and earning jump wings
• Trying to complete a doctoral program at night and now entering the dissertation phase
• Competing for command positions and nominated to command an Army Installation

Each failure is one strike of many. Your people need to see a leader who’s not afraid to keep swinging. If you watch balls go by, your people will too. Everyone deserves a leader who will allow them to take chances and underwrite their failures.  

If you and your team are never swinging for the fences, you’ll never see those great gains.

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October 24, 2022

by Tom Console

As someone who has been an active participant in organized sports my whole life, I’ve come to realize the correlation athletics have to the leadership professional. To me, five qualities routinely appear in great leaders, and these same qualities are organic to organized team sports. This is why the field of play is truly the “The Great Leadership Academy.”   

Team Sports: A Breeding Ground for Leaders

Being a member of a sports team prepares you for leadership. Teams collectively drive towards a common goal, gain external and internal discipline, and work hard to develop skills. Both sports and leadership disciplines require personal growth and development. Inability or unwillingness to do so ultimately leads to stagnation and failure.

As a former college football player, I knew that I could always get a little bit faster, tackle a little bit harder, or improve my footwork and agility. I quickly realized that, by being better every single day, I could be a more effective asset to my team.

Just like in football, I try to get a little better at leadership every day. I read books and blogs and watch videos about leadership styles and methods authored by great leaders in business, history, the military, and in sports.

I’ve been incredibly lucky to have been surrounded and mentored by some phenomenal leaders, trying my best to emulate them. Now, as an assistant coach for my former college team, I have countless opportunities to apply the lessons I’ve learned.

This is exciting, because there’s a chance to develop leadership ability at every practice, team function, and game. In this piece, I will tackle (pun intended) the five essential lessons of “The Great Leadership Academy” through the lens of football.

1. Confidence

All great leaders are confident. Confident in themselves, team members, and their organization. Confidence can be represented by a simple formula:

Knowledge + Competence + Adaptability + Consistency (K-CAC) = Confidence

Knowledge is knowing where I belong on a certain play. I understand when to blitz the quarterback or sit in coverage.

Competence is the ability to achieve an outcome. When I’m supposed to blitz, I must have the skills and technique to get around an opposing offensive lineman.

Adaptability is dealing with less-than-ideal circumstances. The linebacker in front of me got blocked, and now I have to adjust my angle and make an open tackle in space.

Consistency is routinely performing at a high level. I just broke up a pass intended for a wide receiver. Great! Can I do that again the next time?

Every repetition we take in each practice of the season, we grow in our Knowledge, Competence, Adaptability, and Consistency. Games provide us a benchmark to test these four areas, and if we perform well, we grow in our Confidence, week after week, season after season.

For leaders, K-CAC = Confidence

2. Staying in Your Lane and Building Trust

As leaders, it is often tempting to take over a subordinate’s project. You feel like you could do it better yourself, or you lack faith in someone else’s K-CAC.

If the linebacker doesn’t trust me (the free safety behind him) to cover my zone on a pass play, he may decide to compensate and drop deeper than he is supposed to. This leaves a shorter passing lane open and gives up easy yardage.

Leaders must resist the urge to micromanage. Instead, focus on what you’re supposed to be doing and trust your teammates to do their job.

3. Get Ready for the Next Play

Whether your last play was amazing or terrible, there’s another one coming up. Leaders must have a short-term memory and play with humility.

The Amazing Play: You just made a big hit that everyone in the stadium heard, completely taking the receiver off his feet. That’s awesome, and you can celebrate… a little. But no one likes a showboat. Be humble, because unless the game is over, you still have a lot of work to do.

The Terrible Play: You let up a big score, and your team isn’t too happy with you. Recognize your mistake and learn from it. Failure is a great teacher. It’s okay to fail, but not okay to repeatedly fail in the same manner. Again, there is still a game to play, and you need to mentally be ready.

4. Honesty

We have a great expression on our team: “The film don’t lie.” Simple and to the point, it illustrates how you can’t hide your mistakes forever.

Throughout your career, be it the football or leadership field, your boss WILL point out failures, mistakes, and shortcomings. It’s their job to help you get better.

Are you open to that criticism, or do you make excuses? Do you take responsibility, or try to pass the blame on to others?

Frequently during film breakdown after a game, I’ll ask players why they appear to be in the wrong spot on the field. Sometimes, their answer is great: “Well coach, according to the scouting report, I knew they were going to throw the ball to that receiver. I put myself in a better position to make a play.”

But most of the time on these leading questions, I can literally hear the excuse being constructed a word at a time, offering an explanation to cover up mistakes. Not only is there a refusal to take accountability, but everyone in the room can hear the lie, and that player loses credibility.

Occasionally I get, “That’s my fault coach, I messed up. It won’t happen again.” Accepting responsibility is a valuable tool for growth and development. I fail all the time. Acknowledging failure and getting better makes me a more effective coach and leader.

5. Mentorship

As a leader, you must constantly mentor your subordinates, peers, and superiors. You also must be open to being mentored from all directions.

It’s easy to mentor subordinates; they rely on your experience and knowledge. Mentoring peers and superiors is more challenging. A lot of people will instinctively think you are trying to one-up or embarrass them.

I was guarding one of our top receivers in practice and picked up a tell on his route. He would lean slightly towards the middle of the field with his shoulders while his lower body stayed in a straight line. To me, it was a dead giveaway. I told him about this tell and, at first, he accused me of trying to look good for the coaches.

I let him know that if I saw it, then other safeties around the league would see the same. After a few more times of running this route without getting open, he came to understand that I was just trying to help him out and later told me he used that piece of advice against opposing safeties to beat them on the same route.

This was a great lesson for me on how to mentor and be mentored. If you come at it from the angle of genuine care about their success and use good communication, you can get people to listen. If they don’t want to listen to your advice, you can try again with a different approach, or you can consider moving on and getting ready for the next play.

The Great Leadership Academy

Sports offer us many great leadership tools to utilize while developing our own personal style. To some people, leadership, like athletic ability, comes naturally. Other people work twice as hard to get the same results. No matter your natural propensity towards leadership, all leaders must work to develop their skills, and the great leaders understand that this work is continuous. Fully embrace the journey of the “The Great Leadership Academy.”

Subscribe above to receive a free, no-ad leadership message every Tuesday. Leaders grow by reading about, discussing, and practicing leadership. Thanks to Tom Console for being a guest author. We’re always looking for guest authors to share their leadership thoughts and will help you with your writing. Send us an email if interested.

Tom Console is a Defensive Quality Control Coach, University of Pennsylvania Sprint Football Team. He’s been voted Team Captain twice by his peers, was the 2010’s Penn Sprint Football All Decade Free Safety and was named the 2018 Penn Sprint Football Team MVP. He’s a Second Lieutenant in the United States Army and the recipient of the Army Health Professions Scholarship Program. In this program, he is currently earning his Doctorate degree at the University of Pennsylvania School of Veterinary Medicine, Class of 2024.

His thoughts do not represent University of Pennsylvania nor the United States Army.

October 18, 2022

by Stephen T. Messenger

This week I visited the Wisconsin National Guard Challenge Academy, an alternate high school program for 16- to 18-year-old students who have dropped out or are not advancing in a traditional setting. Cadets voluntarily join in a five-month commitment where they’re provided the tools to learn discipline, physical fitness, education, and leadership skills.

Amazingly, of the almost 180,000 cadets nationwide, over 60% earn their GED or high school diploma in this program, and many leave with college credit—a higher percentage at this Wisconsin program. I was invited to celebrate a lunch at their halfway point with these exceptional students and had the opportunity to hear their stories and how far they’ve come. It was inspirational.

At the same time, I had the chance to talk with them about good and bad consequences of choices. Making hard choices today leads to an easier path in the future.

The Easy-Hard Principle

Bill Bowerman, University of Oregon track and field coach, popularized the Easy-Hard Principle. He would alternate hard and easy workouts to allow his athletes rest. An exhausting workout benefits the body by breaking down the muscles. A subsequent rest day builds them back up, and the next challenging workout becomes easier.

To state it another way, doing hard things today leads to an easier future. I saw this concept illustrated on LinkedIn by Nathan Janson from Ramsey Solutions the day prior to my visit. Grabbing a napkin, I drew the first portion of the Easy-Hard Principle for the cadets.

These cadets are doing hard things that they have never done before. They sleep in group barracks. Wake-up is at 0500. Workouts are tough. They’re here because of struggles in education, and at the Challenge Academy, school and studying are mandatory. They’re making hard choices to perform every day.

Under it I drew an alternate timeline. Here, easy choices were made in the beginning, leading to a harder tomorrow. Bowerman would liken this to taking a week off from running and paying for it at the next hard practice.

I asked some of these cadets if they ever thought of quitting. Many said yes, but not a single one regretted staying. Moreover, the cadets talked about the few who walked out of the course. These youth took the easy choice to leave, and the lives they walked back into at home were certainly harder than the program they left.

The Crossroads

I next spoke about the few times in my personal life where I came to a crossroads and had to make a big decision. If I took Path A it would have led me in one direction. If I took Path B it would have completely changed my life’s trajectory and led me to another future.

My big decision in life was whether to join the military or not. It was a hard decision back then. The military was unknown, there was no prior service in my family, and I was taking a step of faith.

Who knows the path I would be on if I took an easier or different way, but this one has taken me on a journey of leadership, adventure, and camaraderie. The hard choice 25 years ago has led to an easier today.

Every single one of these cadets made a huge decision to attend the Challenge Academy. This life changing choice took them out of their previous lives of struggling at school and home for various reasons to a trajectory of graduation, college credit, maturity, and leadership.

This choice was a hard one. It was challenging to leave family, friends, and familiarity for a regimented regime. It’s a journey of faith into the unknown, and these cadets are creating a new future. Their hard choices are bearing great fruit in their lives.

Hard and Easy Decisions Today

Every day we all must make hard or easy decisions. We choose which projects to tackle, where to spend money, and how to treat others. It’s easy to procrastinate, waste money on “now” instead of “later,” and focus on us rather than those we lead.

However, the more effort we put in today, the easier tomorrow will be. This is very true in running, as Bill Bowerman understood. This is just as true in leadership.

Leaders look to the future and put in the work now. They make tough choices and challenge the team to perform today so that tomorrow will be easier. Finally, they know that effort yields results. They inspire others to work for the future as well.

The cadets in the Challenge Academy are exemplifying making hard choices to create an easier tomorrow. We can learn a lot from them.  

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October 11, 2022

by Stephen T. Messenger

I’m the assistant coach of a 13 year-old soccer team, and the first things we do every practice are stretch and run a lap around the field. I noticed an interesting phenomenon on day one. The players didn’t run the full field and cut the corners by a few steps. To prevent this, I sprinted over the meet them at the first and third corners and stood there, warning, “Don’t cut corners—in soccer… or in life!”

One of the origins of the phrase “cutting corners” comes from carriage driving in the 1800s. When horse-drawn vehicles came to a sharp turn in town, instead of going all the way past the curb, some would turn early, and the rear wheel would potentially clip the sidewalk. This could result in the cab being overturned.

In other words, “to cut corners” means to ignore safe practices to get faster results.

Case Study: Cutting School Bus Maintenance

In 2013, St. Louis school districts signed their school bus contract with First Student Inc. to provide transportation for 80,000 students. They established a manager incentivization program called “Beat Your Budget, Build Your Rewards.” The managers received cash payouts in proportion to the money they saved in maintenance.

Naturally, investment in the buses decreased, resulting in broken heaters, bad brakes, rust, and tire issues. In 2014, a semi-truck crossed the double-yellow line, heading straight towards a school bus. The driver couldn’t use the horn because it was broken—maintenance cuts meant it wasn’t repaired.

After the vehicles sideswiped and the bus stopped, the driver couldn’t call for help because the radio was broken. Cutting corners almost resulted in the loss of children’s lives.

The Excuse: But It Makes Sense…

The problem with cutting corners is that it often makes sense at the time. I took a lap with the soccer team last week, coming up behind them and warning them not to short the corners. Yet in my haste to catch up, I cut a corner myself and was quickly corrected by some players behind me. It’s easy to mess up.

I can cite a number of areas where I often cut corners: failing to pull the roots while weeding, hitting the fast food drive-thru instead of eating healthy, and conveniently forgetting that dreaded flossing (hopefully my dental hygienist mother misses this week’s article).

We all do it, and cutting corners is just easier in the moment. That is, until the weeds keep growing, the fast food results in five extra pounds, and the dentist looks at you with haughty derision.

Leaders Setting the Example

Cutting corners as an employee is bad. Cutting as a leader is worse. When in charge, all eyes are upon you. Your people know when you’re taking shortcuts. Worse, you cutting corners allows them to do the same.

In a recent study, one in four employees regularly cuts corners. Those who do so were found to struggle with treating others well, focus on themselves instead of the team, and be impulsive. My theory is that those who cut corners have bosses who cut corners. They see their boss taking the easy path and emulate the leader.

Employees traditionally follow what leaders talk about and follow up on. If your team is cutting corners, either you are too lax, or you’re not enforcing the standard.

Let Them Know Where You Stand

After a few weeks of the season, I no longer had to stand at the corners, although I still do. In fact, I no longer have to say the full phrase. Most players now complete it for me. I only have to say, “Don’t cut corners–in soccer…”

“…Or in life” they finish.

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October 4, 2022

by Stephen T. Messenger

As I look across my—or any—organization, there are so many talented, hard-working individuals. One of our jobs is to understand what talents each person brings to the team, and how to engage and interact with them appropriately.

I see how easy it is to treat everyone the same. Yet each person is unique and requires an understanding of what they value and how they like to receive praise, recognition, and opportunity.

The Nine-Box Matrix is one of many tools that can help leaders categorize their employees based on assessing performance against potential. It’s also important to assess yourself and know where you stand on this scale.     

Defining Performance and Potential

Assessing Performance

Low Performance:  The employee is not meeting the expectations of their current assignment. If asked to create 100 widgets per day, they’ll create less for a variety of reasons.

Moderate Performance: The employee is meeting the expectations of exactly what they’re asked to do. They will generate 100 widgets per day, no more and no less.

High Performance. The employee is exceeding the expectations of their assigned roles and tasks. They consistently produce over 100 widgets a day and do so without complaint.

Assessing Potential

Low Potential: The employee is not expected to improve and has reached their maximum capacity based on either ability or desire. They will not be promoted nor expect to be. This is not necessarily bad.

Moderate Potential: The employee has the capability to increase knowledge and expertise in their current role. They are somewhat interested in other opportunities and have the capacity for more.

High Potential: The employee is already thinking well beyond their current role, finding additional assignments, and ready for increased responsibilities today. They’re hungry to improve and taking initiative on their own to go above and beyond.

Putting It Together

The Nine-Box Matrix provides a deeper assessment into your employees–and yourself as well. The goal is always to move up and to the right. Let’s break it down:

1. Deadwood. These employees are bringing your organization down. They’re often called “bad hires.” They fail to complete assignments, have no interest in improving, and take up most of your time. These people you must quickly move to the right or performance manage out of your team. They cannot stay at their current performance levels, or the rest of your team will notice and resent leadership for it.

2. Solid Professional. This person will do what you ask them. They are not seeking promotion and knock out their 100 widgets each day and go home. They may or not be happy, but they are making the mission happen. These employees need your thanks. You must tell them they’re a vital part of your organization, and you’re proud of them. This is most likely a good chunk of your team.

3. Workhorse. They come into work every day and knock it out of the park. They’re working for personal pride and no additional responsibility. They’re making more widgets than you ask and are looking for something: paycheck, praise, etc. This employee needs thanks as well, but also additional recognition for going above and beyond. Find out how they like to be recognized individually and celebrate with them accordingly.

4. Inconsistent Player. This person is not living up to their potential. Sometimes called the “Up or Out Dilemma,” leaders must try to figure out why they are not meeting goals, because they can. Sometimes it’s professional and sometimes personal. Your challenge is to help them overcome their obstacles and increase their performance on the scale. If not, they may become deadwood. Usually this is a motivational problem.

5. Core Player. Here’s where it gets fun! This group is meeting objectives and interested in doing more. They have opportunity for growth in your organization but need a little prodding. Thank this group, but also challenge them because they often won’t challenge themselves. It’s up to you to offer education, projects, opportunities, and ways to interest them. Get them more involved!

6. High Performer. These people are crushing their jobs and can do even more. Thank them, recognize them in ways they value, and challenge them with increasing opportunities for growth. The leader must understand what motivates them and match the employee’s talents with their passions to find opportunity for them to excel. Place them in their “Sweet Spot.”  

7. Rough Diamond. This person is typically new to their position. While performance is low, it’s because they’re learning the job. The Rough Diamond most recently was a core player or high performer and is now being challenged in a new position. This is a good thing. Thank and recognize them for learning, allow them to fail fast, encourage their journey, coach and mentor them, and watch them move to the right on the scale.

8. High Potential. Sometimes called “growth employees,” this group is the future of your organization. They are also categorized as learners and are growing into their role. Continue to thank, appropriately recognize, challenge, coach, mentor, and allow innovation and subsequent fast failures—let them learn. Know when you need to intervene (rarely) and when you can watch them excel. Interact regularly to ensure they’re happy in their role.

9. Star. Let em’ run! This group needs the positive interactions: thanks, individual recognition, and mentoring. But more than that, they need to be untethered. Do not overly manage this group. Leverage their innovation, creativity, and new ideas to propel the organization forward. Most of all, find them promotion opportunities and let them lead!

Know Who Works for You

So often, we treat everyone the same. You must know how your employees are performing, what future potential they have, what motivates them, how they desire recognition, and the way to treat them based on their personal desires.

While we all want a team of stars, everyone is at a different place in life, and that’s okay. Many people are content being solid professionals; thank them for that. Inconsistent players can be a great asset to your organization. Rough diamonds are learners. Each category is unique.

At the human level, we’re charged to understand who works for us and help individuals meet personal and professional goals. Move them up and to the right, and head that way yourself too.

Know your people, treat them accordingly, and lead well!

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September 27, 2022

by Stephen T. Messenger

I recently rode in the car with a really bad driver. He took the corners too fast, stopped abruptly, and generally made me fear for my life. Yet, when I subtly brought up his lack of driving skills, he brushed it off as if he could be a driving instructor in his spare time.

What would cause such a bad driver to think they’re good?

The Dunning-Kruger Effect states that people routinely overestimate their own performance in areas they lack competence, and they dismiss any evidence that would prove them wrong.

In other words, everyone sees I’m terrible, but I think I’m pretty good.

This dangerous concept traps all of us. We all think we’re above average at work, as a member of society, and yes, even behind the wheel of a car. Yet 50% of us will always be below average. Am I one of them and just don’t realize it?

Maybe a more interesting part of the Dunning-Kruger Effect is the graphing of a person’s competence and confidence over time.

Base Camp

I started my new job 76 days ago. On Day Zero, my competence was the same level as the number of days I had been working here: zero. I call this base camp. I didn’t know anything, I was concerned about my lack of knowledge, and I knew that in every meeting I was literally the most clueless person in the room.

This is not a scary place to be for me. Military organizations are built around great people, and they all want to see the new boss succeed. “Be comfortable being uncomfortable.” However, my confidence in making decisions was also extremely low, and rightly so.

Mount Hubris

Fast forward two-and-a-half months and my competence is… still low. But as the saying goes, “I know enough to be dangerous.” Never has a truer statement been made. My confidence is at an all-time high.

I’ve summitted Mount Hubris. I still know only a small portion of the job, yet I’m gaining the confidence to make increasingly complex decisions. I rely on experts less and make snap decisions more based on my still-limited knowledge. This is a scary place to be.

It’s similar to a teenager driving a car after two years of licensing. They’re feeling competent, extremely confident, and curious how high that speedometer actually will go. I’ve been there.

The Valley of Despair

What happens next is an incident that forces us to descend the mountain. For a new driver, it’s a fender bender. For a leader, it’s a failed decision.

Good leaders know they need to change at this point, and they descend Mount Hubris embarrassed. They didn’t know as much as they thought and enter the Valley of Despair. They realize there’s still so much left to learn.

I haven’t reached this point yet, but it could happen any day now. When it does, I guarantee my self-confidence will be shattered and my decision-making will be significantly more conservative for a while afterward.

The Path of Enlightenment

It’s a leader’s responsibility to acknowledge that they have more to learn, and their journey is just beginning. Only then will a leader continue to grow in competence and confidence at an equal rate.

We need leaders who understand that they don’t know everything and aren’t afraid to ask questions. We need leaders who ask for recommendations from their team for every decision. We need leaders who are not standing on Mount Hubris thinking they know everything.

In this new job of mine, I’ve challenged myself to “dampen the sine wave.” I want to take the irrational spike in confidence at the beginning of my job, and turn it into a steady, upwards slope of competence and confidence over time and remain on the slope of enlightenment.

Ways to go about this:

• Be curious. Continue to ask questions to experts and grow your knowledge
• Trust others. Leaders have smart people working with them. Use them!
• Empower teams. If you’re making every decision, congrats! You’ve summitted Mount Hubris
• Be humble. It’s okay to ask others for help, advice, or feedback. We’re in this together

Learning Never Stops

We need leaders with less hubris and more curiosity; leaders who are willing to learn continuously and leverage their great people for the good of the organization. We were not meant to lead alone. That’s why leaders have followers.

Believe me, your people will thank you for your slow ascent up the path of enlightenment. After all, not all of us are the best drivers on the road.

Lead well!

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September 13, 2022

by Stephen T. Messenger

I took command of United States Army Garrison Fort McCoy 62 days ago and quickly noticed an interesting thing. Many times, members of the team speak to me about the command and preface it with the word “your”—as in, “your garrison” or “your installation.”

I quickly correct them.  It’s “our” installation.

I find the “your” language interesting, particularly in a team setting. Leaders of any organization carry a hefty burden. However, it’s certainly not theirs and theirs alone.

In my case, it’s true that I’ve been assigned command over hundreds of people, thousands of things, and billions of dollars in property, equipment, and budget. Army regulation specifically states that I am “responsible for everything the unit [Fort McCoy] does or fails to do.”

Whatever position you are leading, you have a hefty responsibility.    

Army doctrine goes on to say the commander should abide by the four elements of command: authority, responsibility, decision-making, and leadership. They also leverage control through direction, feedback, information, and communication. But again, one person does not make an organization.

That’s why I always correct those who say, “your garrison.” It’s ours.

“We” Put a Man on the Moon

One could argue it’s semantics. Everyone knows that they have a role to play, including the leader, and generally most play it well.

But I believe this difference in language is very powerful. The word “yours” subconsciously allows permission to abdicate responsibility. No one is purposefully using this word to slack off their jobs, but it’s easier when the weight of the organization mentally falls on someone else.

Using “your” language makes it about one person. Instead, it truly takes a village to run an organization, be it an installation, platoon, private business, or nonprofit.

It’s very similar to the 1962 story of President John F. Kennedy meeting a janitor during his first visit to NASA. He asked the janitor what his role was in the building, and the janitor replied, “I’m helping put a man on the moon.”

This man understood that “we” are putting a man on the moon. Not only the director of NASA. Not only the captain. All of us.

Leader-Leader

David Marquet writes about the difference between a leader-follower approach and a leader-leader approach in his book Turn the Ship Around!

• Leader-follower: Followers listen to what the leader tells them to do. This type of command is limiting because the follower is always waiting for orders to come from above. They expect to be told what to do and how to do it. It rests on one person’s abilities and fails to take advantage of the entire team’s skills, knowledge, experience, judgement, and creativity.

• Leader-leader: This model recognizes that everyone comes with talent. It allows leaders at all levels to make or recommend decisions from a different perspective. It reduces the need for one person to weigh in and make every decision. The organization shifts from judging “your” decisions to making “our” decisions.

This leader-leader model does not release the responsibility from the leader—quite the opposite. It maintains authority while demonstrating trust in the team.

To do so, leaders thoughtfully delegate control of certain decisions. They identify key tasks and goals, while letting others find the way to get there. Thus, they escape the dangerous trap of micromanaging employees.

“Our” Organization

This slight language shift enables others to take ownership of “our” organization and have skin in the game. “Our” language shows others they are trusted to lead. “Our” organization allows the janitor to know his critical role in the global space race.

It may seem like a small difference but changing from “yours” to “ours” allows others to take ownership, lead effectively, and mentally be a part of collective success!

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2021 Article Recommendation: High Performing Teams

by Stephen T. Messenger

September 6, 2022

Hattie May Wiatt was a six-year-old girl who lived in Philadelphia in 1884. One day, she walked to Grace Baptist Church, but it was too crowded for her to enter. As she stood there sobbing on the sidewalk, Russell Conwell, the minister and future founder of Temple University, saw her tears and told her they hoped one day to build a church large enough so everyone could come in.

Two years later Hattie died, and her parents told the minister of how she was saving to build a bigger church by running errands for a penny each. They gave the minister a bag containing 57 cents from under Hattie’s pillow with a note from her. It said: “To help build [the church] bigger so that more children can go to Sunday school.”

The minister told the story of Hattie May to the congregation, converted the money into pennies, and offered to sell each one to raise money. They raised about $250.

This money was used to buy property for the Primary Department of the Sunday School, where the first classes of Temple College were held. Later, this building was sold to fund the growth of Temple and the Good Samaritan Hospital, now Temple University Hospital. Hattie May’s 57 cents began a movement.

Multiplying Your Efforts

Great ideas often start with one person, but the tasks quickly exceed their abilities. Leaders need to take their individual efforts and multiply them, leveraging other people. It’s not so much about what you personally can accomplish, but the exponential impact you have through those you lead.

In the book Multiplier: How the Best Leaders Make Everyone Smarter by Liz Wiseman, the concept is moving from doing everything yourself to leveraging the incredible talent of those around you. You have so many hungry, intelligent, motivated members of your team ready to use their imagination to do great things—use them!

Yet, we all find ourselves at times micromanaging and exerting authority, stifling productivity in the process.

Shifting Your Leadership

Study this Leadership Shift from Kacy Maxwell, Executive Marketing Leader. He depicts these scales from leaders on the left “doing” to leaders on the right “multiplying.”

There are certainly times when leaders need to be on the left side of the scale. Hattie was when she earned her pennies.

But the best leaders camp on the right side. They think about the future, delegate tasks, coach through challenges, lead teams, and empower others to succeed. They take on a role as servant leader, providing vision and guidance while allowing others to maximize their talents and passions.

You don’t have to be the smartest one in the room, but you do have to be the best at identifying whose skillset matches with what tasks. Then, as author Stephen Covey would say in his book, Trust and Inspire, tell them what to do and let them wow you with how they did it. It’s less commanding and controlling others and more inspiring them to do great things while trusting them through the process.

Leaders multiply their efforts through others to achieve the organization’s maximum standard.

The Siren’s Song of Micromanagement

If you find yourself doing a lot of tasks that others can do in your organization, you are literally taking power from other people. And when you do, they will allow you to do their job for them. Not ideal. Leaders should do only the things that their position should be doing—everything else should be about empowering others.

This is hard. I find myself wanting to get into the tactical fight all the time because it’s fun… and comfortable. But that’s no longer my lot in life. It’s less about earning another penny to fund the building, and more about multiplying those pennies through other means.

This doesn’t mean you should never get your hands dirty. Last week, I took a tour of our waste water treatment plant and spent a few minutes cleaning out a pipe which collected all the trash from the toilets. Not a pleasant job, but critically important. And a few great men down at this plant clean the pipe every day to keep the water system moving.

Leaders need to see what their people are doing and understand their tasks. How else will you identify challenges and obstacles that exceed their capabilities? But the preponderance of your time should be focused on providing intent, resourcing others, and removing barriers so others can be successful.

Multiplying Cents into Dollars

Hattie May didn’t know her 57 cents would be the foundation for Temple University. Yet this effort grew exponentially through Dr. Conwell casting vision, inspiring others, and multiplying the full efforts of a team to create overwhelming success. Our job as leaders is to multiply the work of others to go above and beyond the original goals.

Take a look at the tasks you’re doing. Are you the only one who can do this, or can you trust and empower others so you can focus on multiplying the effects of your team?

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The Most Read Article of the 2022: It Only Takes One

The Most Read Article of August: Never Walk by Trash

August 30, 2022

by Stephen T. Messenger

“The British are coming!” shouted Paul Revere as he traversed the countryside surrounding Boston. We all know it well from elementary school that this storied rider warned local militias of the impending British invasion and generated significant resistance against the invaders the following day in Lexington. Then at Concord, farmers and locals were well prepared to beat back the world’s greatest army and thus began the Revolutionary War.

William Who?

However, Paul Revere was not the only rider that night. William Dawes had the same mission to ride through other towns and announce the dreaded arrival of the British. He left at the same time and carried the same message.

However, Dawes was not nearly as successful as Paul Revere. Many of the people he warned did not grab their rifles and confront the invaders. If so, we would be talking about the rides of Revere and Dawes—not just Revere.

It’s Not the Message; It’s the Messenger

Malcolm Gladwell, in his book The Tipping Point, cites his theory for this. He believes that the two men had different relationships with the townsfolk. It wasn’t the message that mattered; it was the messenger.

Paul Revere was an outgoing, extroverted man. Gladwell described him as “a fisherman and a hunter, a cardplayer and a theater-lover, a frequenter of pubs and a successful businessman. He was active in the Messianic Lodge and was a member of several select social clubs.” He knew the locals and had relationships with the important people.

Gladwell called him a connector. When he started his ride, he knew exactly who to talk to and where they would be. He connected the right people with the right information and his message went viral.

Dawes, on the other hand, did not have extensive connections, and he wasn’t as outgoing. He most likely didn’t know who to tell as he rode through each town. He told some people—probably a lot of people—but not the ones who would then spread it. His message didn’t resonate.

Know Your Network

It’s easy to be comfortable in our inner circle at work. There are probably a select few we really need to know and interact with often. But in a crisis, our network expands rapidly. It’s important to know that network before the emergency begins.

I’m not perfect, but I make it a point to know who works with and around me. I attempt to sit down with all those people to learn about their career, family, and interests. We talk about their future, challenges, and initiatives. We just hang out and get to know each other.

This develops a relationship of mutual trust and understanding. It’s the workplace equivalent of fishing, hunting, playing cards, or being in a social club. A connector builds relationships and knows who to talk to and how to spread information. They understand who the key players are and how to leverage their expertise.

Be a Connector

Paul Revere built his social network before the British invasion. He then used those connections to ride into town, announce the impending invasion, and ride out, letting those on the ground handle the next tasks. He was a connector, able to spread the message because he knew the right people.

It’s incumbent upon us to make crucial connections with our bosses, peers, and subordinates. If we wait until the crisis happens, it’s too late. Instead, talk with people, build a network, and lead well!

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August 23, 2022

by Stephen T. Messenger

I was walking into my office building last week with a few colleagues when I clearly saw a piece of trash laying on the ground. I instinctively tried to ignore it when once again the all-too-familiar voice of a man I’ve never personally met, but once heard speak, echoed in my head.

“Never pass a piece of trash without picking it up.”   

General Michael Garrett, former United States Army Forces Command Commander, talks about his three leadership imperatives with the first being: never pass a piece of trash without picking it up, either literal or metaphorical. Since I heard that concept years ago, I’ve struggled to walk by litter.

What resonates most with me about his theory is example setting. While it’s good for the leader to beautify the area, it’s better that others follow their example be it trash collecting or treating others positively. What’s important to the boss is important to the organization.

When you’re seen picking up trash, others will follow. Sometimes because it’s the right thing to do. Other times to stave off future embarrassment. Either way, your organization becomes better.

Albert Schweitzer, French philosopher said, “Example is not the main thing of influencing others—it is the only thing. More depends on your walk than on your talk, what you practice than what you preach, what you do than what you say.”

What people see you do is more important than your words. A negative example from many years ago in my house was when I became frustrated and left the room, throwing my baseball cap on the floor. The kids happened to see it and seven years later I still hear playful comments from them on how I might throw a hat if I get upset.

In a positive example, three years ago I mistakenly took a pen from a restaurant. Upon realizing my mistake, I drove miles back to deliver it to the waitress. The kids talk about that as well.

Years later! They still remember incidents years later! John Maxwell stated that “Eighty-nine percent of what people learn comes through visual stimulation; ten percent through audible stimulation; and one percent through other senses… What they hear they understand. What they see they believe.”

Now, I’m human and I miss sometimes. In a more recent example, I overheard a side comment that could have been perceived as outside the bounds of appropriate at work. I always use this litmus test: if it can’t be said in front of my 17-year-old daughter, it shouldn’t be said in any context.

I should have stopped everything right there and turned to the person, seeking immediate clarification on what I might have heard. I should have picked up the potential trash comment. I didn’t.

Since I wasn’t quite sure what was implied by the comment (terrible excuse by the way), I ignored it. I left trash on the ground. That night, General Garrett’s voice resonated in my head, and the next morning, I went into work a little earlier and approached that person. It turned out to be an innocent comment but one that a bystander like myself could easily have interpreted as inappropriate if not in the conversation.

Next, I went to the person who received the comment and apologized for not taking immediate action. I picked up my trash.

I could preach on the importance of propriety in the workplace all day long. But until someone sees me confront it, they really don’t have a reason to believe I’ll act. The bystander in this example initially learned that I wasn’t going to uphold a standard of impropriety in the workplace.

After my apology and corrective action, they can assume I will in the future. That’s why example is so important.

Others must see us:

– picking up the (literal) trash in our organization

– taking difficult and immediate action on poor behavior

– recognizing others that emulate the value system of the team

– caring about the small details

They have to see us ‘doing.’ If the leaders aren’t upholding the standards, no one is. It is okay to miss sometimes. When I missed immediately addressing a comment, I fixed my mistake and now use this example to tell others about my error and how I’m human. We all learn best by doing, and I know I won’t do it again.

There is great power in example. It provides others both inspiration and a model of how others should act in your organization. And if not you, then who?

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August 9, 2022

by Stephen T. Messenger

I’m an all-or-nothing type person. For example, when driving on a hot day, I turn the air conditioner on full blast, and when I’m cold I turn it off. My wife hates this by the way. Or if it’s dessert time, I’m all in—there’s little moderation after dinner… unless I have none.

I used to see leadership styles in this same vein. Specifically, I would look at senior ranking leaders as either those who focus on the interpersonal aspect to get things done, or those who drive organizations through rigid goals. To me, this was a pendulum where you could only be on one side or the other.

I now call this the Myth of the Swinging Pendulum. The best leaders are not on one side of the spectrum, but they are people-oriented while challenging others to achieve extremely high standards.

The Interpersonal Leader

These leaders are people-centric. They get to know their team, have conversations about family and hobbies, and spend time collaborating and thinking through ideas. Interpersonal leaders seek to build consensus and bring others along with them. They shy away from conflict and seek to accomplish goals through teamwork and partnerships, but often value the relationship over organizational success.

The Standards Bearing Leader

These leaders come in with high goals and expectations. They are results-oriented and drive their team to accomplish great results, sometimes at the expense of relationships. They are firm and fair, but talk constantly about results and goals. Seldom will you see them in the break room asking others about their weekend, but always you will see them asking about progress and deadlines.

Relationships with Others Drive Results

I have fallen for the myth that you must choose to either get to know people or accomplish great things. I’m guilty because, at a young age, I saw so many leaders either drive teams while alienating them or build relationships without results. But I now realize the value of both.

The best leaders have high interpersonal skills and get to know their people on a human level so they can understand their talents and passions to leverage them to accomplish great things. People work best when they’re in The Sweet Spot of where talent, passion, and opportunity intersect. The leader must bring those three together.

Liz Wiseman, author of Multipliers, says the leaders who obtain exponential results from their people have these four surprising characteristics which are a mix of people skills and driving results:

1. They Have a Hard Edge. They see a lot in other people and expect a lot in return. They are constantly challenging others to achieve great results and bring out the best in people’s talents. They make others feel intelligent, important, and valued by knowing their unique talents and leveraging them against company goals.

2. They Don’t Play Small. These leaders capitalize on others’ skills and talents, but don’t just step out of the light themselves. They draw out ideas and invite others to run hard and fast alongside them. They use their skills to grow other people’s talents. This is about connecting people to the vision and developing organizational talent.

3. They Have a Great Sense of Humor. We’ve all been in offices where work is work and fun happens when you get home. Leaders must create an environment where people have fun, laugh, and enjoy being there. All teams will have setbacks and failures, and instead of ripping someone’s head off, it’s better to laugh at innocent missteps and set high standards going forward.

4. They Let Their Teams Run. They know they’re not the smartest person in the room and harness the power of individuals. They identify “what to do” and allow people autonomy on “how to do it.” There are no restrictions on their teams, and they let them run free and accomplish much. Great leaders do not inhibit, they encourage.

You Can Be Both

I’ve fallen for the trap that you are either a people person or a results-oriented leader. The Myth of the Swinging Pendulum ran strong in me. But I now see that you can be both.

Disclaimer: There will be times when you have to lean more on one that the other. An urgent deadline requires a directive style of leadership with a mission-oriented focus. A tragedy in the life of an employee requires empathy and understanding. But for normal operations, we have to find the right balance of interpersonal and results-driven interactions.

Get to know your people on a human level and understand their talents, passions, and interests. Build a relationship and learn about their families and hobbies. At the same time, set challenging goals and expectations that scare people, and then go out and achieve those results as a team. Leverage people’s unique skillsets and innovative ideas to make things happen.

It’s our job to create an environment that gets things done while valuing people. It’s our job to do both.

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August 2, 2022

by Stephen T. Messenger

Recently, I met an important person that I’ll be working with a lot in the future. We shook hands, and I was ready for a longer conversation about how we can mutually help each other. But after about ten seconds, he politely excused himself and walked away.

There was nothing wrong with this behavior, but it struck me odd that he disappeared so quickly. A host of ridiculous questions popped into my brain. Did I do something wrong? Does he hate me? Was it my breath?

Most likely, the reality was that he’s a very busy person and had other things to do. It was an unexpected encounter, and I probably just caught him at a bad time. Unfortunately, not everyone is so understanding when they feel being blown off.

It’s Critical to Make Every Interaction Positive

I took this lesson going forward, as “Make Every Interaction Positive.” In a new leadership position with hundreds of people working for and with me, it’s nearly impossible to personally connect with everyone. That doesn’t mean I have to stop trying–quite the opposite.

As I roam all these different work areas, I make it a point to never walk by a room with someone in it. I stop, introduce myself, and ask some questions about them. It is simple, time consuming, and important.

You could get this right 100 times but much like my encounter, the first person you miss thinks the new boss is an uncaring jerk who’s too busy to flash a quick smile and say “hi.”

Leaders must get this right with both individuals and groups.

This week, I tried it out. I was invited to speak with a Reserve Army Engineer Company training at Fort McCoy, Wisconsin. I had worked with one of the Platoon Leaders in the past, a phenomenal young leader, and he asked if I would come out to their training area to speak with their company.

I could have showed up, talked for a few minutes, and walked away like I’ve seen many leaders do in the past. I wanted to do better than that.  

It’s Not the Words You Say, But How They Feel

I’m starting to realize that what comes out of my mouth is less important than how others feel after the interaction. Here was my game plan.

1. Thank Them. There is no better way to start speaking than with a thank you from the heart.

2. Get Personal. I started with asking a few questions about themselves. Where are you from? Who has the coolest civilian job? What was the best part of being in Wisconsin? Leaders need to personally engage the people they’re talking to. Public speaking is not about the speaker, it’s about the people.

3. Be Inspiring. I scanned my brain for a short, concise message that (hopefully) would inspire them. Everyone needs a bank of short speeches they can pull out to fit the audience they’re speaking with. I use the articles on this website—in this case, I pulled out Success Versus Significance talking about how personal success pales in comparison to leaving a legacy for others.

4. Educate Them. After speaking for less than five minutes, my Command Sergeant Major gave a short pitch on career paths and opportunities to educate themselves for free through the Army. It’s all about building others up and caring for their careers.

5. Connect Individually. After she was done, we walked through the formation, shaking everyone’s hand, thanking them for their service, and asking what their civilian job is. This personal connection shifts the feel from a disconnected leader pontificating ideas to a connected leader wanting to know about you individually, and truly caring about people.   

6. Be Memorable. We ended with a group photo and a surprise push-up session just for fun (yes, Army people have a different definition of fun than most). Afterwards, we sent them the photo.

What Will They Remember?

Who knows what they’ll remember, and I doubt they’ll deeply reflect, or recall, the words either of us spoke. But they are going to remember how they felt afterwards.

They’ll remember being brave enough to say they have one of the coolest jobs in the company. They’ll remember a personal handshake and a thank you. And they’ll remember a senior leader pushing the dirt with them for no reason at all.

Whether it’s a group or individual, while they’ll forget the words you say, they won’t forget that you cared enough to connect personally and spend time with what matters most to your organization: people. It’s up to you to make every interaction positive.

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Most Read Article of the Year: It Only Takes One

Most Read Article of the Month: Reflect Before Leading

July 19, 2022

by Stephen T. Messenger

Last week, I took command of United States Army Garrison Fort McCoy, Wisconsin. My family and I are humbled and blessed to be placed in this position of responsibility that influences hundreds of wonderful people who work for the garrison, tens of tenant organizations, and thousands of people in the community.

On my first full day in command, I started at 6 am on the installation main gate. For those unfamiliar with military bases, each one has security checkpoints requiring identification to enter. Dedicated police officers, heroes of our community, scan each driver in and protect our families and service members.

After receiving a quick brief on how to use the scanner and asking repeatedly to have a taser (denied), I was ready to interact with drivers in 18-second increments. It was my first opportunity to meet most of the people who worked on or with the base. My goal was to provide a quick message about leadership.

Find those Small Moments to Inspire

To each driver I would quickly introduce myself. If I knew them, I would joke about bringing the dogs out to search their vehicle. I’d then ask their name and where they worked, thank them, and end with, “Be great today!”

So often our hard-working employees come into work and do a laudable job, but seldom feel they’re making a difference or recognized for their work. This can lead to stagnation, apathy, or mundanity that prevents teams and individuals from achieving their maximum standard.

“Great leaders all have one thing in common. They know that acquiring and keeping good people is a leader’s most important task,” writes John Maxwell in his book, Developing the Leaders around You. He goes on to say, “Find the best people you can, then develop them into the best leaders they can be.”

Sometimes though, you only have brief interactions with many you lead. You must capitalize on each engagement, no matter how small.

To inspire and retain your people, they need to know that you care, are thankful, and are rooting for them to, “Be great today!”

Catching the Bus

Every morning from elementary school through high school, I would walk out the door for the bus while my mom chased me out to say goodbye. She would lovingly shout out four things to me as I left, which the whole neighborhood could hear:

“Go get ‘em Tiger!

You’re a winner!

Do your best!

Make the Messengers proud!”

Even though I walked (ran) away, embarrassed by this message of encouragement, and hoping my friends didn’t hear, this simple act by my mom most likely changed my life.

Someone was rooting for me. Someone acknowledged that I was doing hard things. Someone recognized my potential.

I wanted inside to live up to those expectations.

Few of us have mom chasing us out the door in our adult life challenging us to do our best. As leaders and parents, we need to be the ones continuously encouraging our people to go above and beyond.

Meet Them at the Door

An interesting thing happened when I met people at the front gate which I didn’t expect: their countenance changed. Initially, they were on a mundane drive into work, sipping coffee, dropping off kids, and listening to country music.

But at the gate, suddenly they met a person in a leadership position, thanking them for their hard work and recognizing their contribution. As they drove off, they received an encouraging shout, much like my mom would yell at me as I left the house, to “be great today!”

Many had the same reaction I had as a kid: “I am going to pick up my game.”  Many told me to be great today as well. It inspired me back. 

We owe encouragement to our followers. All of us do so much at work that is seldom recognized or applauded. As leaders we must provide purpose, direction, and motivation to encourage others to excel.

A great place to do that is right when you meet them at the door.

Be inspiring today!

Be great today!

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June 28, 2022

by Stephen T. Messenger

“It is well to be up before daybreak, for such habits contribute to health, wealth, and wisdom.” –Aristotle

We Do More Before 9 AM than…

Productivity in the morning equates to productivity for the day. The old adage “Win the morning, win the day” rings true.

The United States Army televised a now iconic (and a bit cheesy) 1980’s commercial with the tagline, “We do more before nine a.m. than most people do all day.” The advertisement begins with an Air Force C-130 flying into the sunrise loaded with parachute-equipped soldiers about to jump.

The aircraft drops the vehicles, and the troopers launch out the side door assembling on the ground with their equipment in the early morning hours. It’s here, that a smiling paratrooper turns to his non-commissioned officer and says, “Hey, First Sergeant! Good morning!” as the sun crests the horizon in the background.

The military knows they are training to compete in a life-or-death struggle against an enemy force. The key to any victory is being more prepared than the enemy—physically, mentally, and emotionally. Good leaders understand this and pride themselves on being ready.

They plan for meetings, rehearse important conversations, and seek opportunities to forward their organization’s interests. If you look closely, the best leaders prepare for every engagement and have a game plan when they walk in the room.

Controlling Time

Yet, just as many fail to use the most important resource they have—time. Great leaders wake up early every morning and hit the ground running.

When I say running, I mean this in the metaphorical sense. Whether you lead an infantry platoon or a small business, waking up early and preparing yourself physically, mentally, emotionally, and nutritionally is imperative.

The difference between starting each workday one hour earlier over a year is 260 hours or 32 extra days of productivity. At a micro level, that’s five hours of productivity per work week, more if you wake up earlier. Leaders use this time effectively to prepare their minds and bodies to lead.

– Physical Exercise: Studies have shown that exercise is linked to less depression, better memory, and quicker learning. Physical activity also improves emotional stability by the body releasing chemicals into the brain which can lighten moods and relieve stress. Just a few minutes per day can improve overall mind and body performance.

– Mental Preparedness: Leaders have a wide breadth of information they need to be familiar with. In addition, there is always data at the periphery that fill in gaps and create more knowledge, assisting in decision making. Great leaders know what they need to know—and more. Taking time in the morning to expand your intellectual horizon by reading various topics will benefit the organization.

– Emotional Stability: Different activities calm different people. Whether it is prayer, yoga, or deep breathing, a morning routine to align your emotions with your life can bear fruit both to you and those who work for you. An emotionally stable leader is one people want to lead them.

– ETP – Eat To Perform. Have the breakfast that best suits your lifestyle whether for diet or calories. Feed your machine with what it needs.

– Bonus Time: Gaining hours every week propels yourself ahead. A popularized phrase, “Hard work beats talent when talent isn’t working hard enough” applies here. Small businesses need to outwork and out-advertise their opponents. Athletes need to gain physical advantages against their competitors. Leaders need to prepare their minds, bodies, and souls. Two hours per day adds more than a full workday to your schedule every week!  

The Body Needs Rest

A quick warning: there are days when sleeping in is required to refresh. Vacations are essential to recharge. We all need to get our body batteries in check at times. Not one of us is Superman and getting rest is an integral part of physical and mental growth.

There is also the added complications of family and schedules based on your season of life:

– New babies can disrupt waking up early (and sleeping in general) very quickly.

– As children age, bedtimes change and teenagers are wired to be night owls—if they want to talk at night, you should talk with them.

– Every individual circumstance is different, and families need leaders too.  

Use the Hours You Have

However, the best leaders are the first ones up and productive before everyone else. To be successful at early morning productivity, you must go to bed at a decent time, wake up with the alarm, and most of all, be productive in those hours.

Don’t waste valuable time in the morning or it’s all for naught—have a plan before you go to bed on what you’ll do. Make every morning minute count and launch yourself past the competition.

Leaders do more before nine a.m., than most people do all day.

by Samuel Messenger

June 21, 2022

Two roads diverged in a wood, and I—

I took the one less traveled by,

And that has made all the difference.

–Robert Frost

Most of us have heard the last few lines of this poem, but maybe not the poem in its entirety. Often it is used to champion the idea that we shouldn’t go along with what the majority decides. Instead, we should pick the proper path for us, even if it’s less popular. While this is a good message, I believe there is another, equally important message to be gleaned.

Two roads diverged in a yellow wood,

And sorry I could not travel both

We’ve already faced numerous decisions in our life. From the mundanity of choosing an ice cream flavor to the insanity of choosing a future. We’ve all made choices, but we still have many more to make. And every choice we make affects our future and our world.

And be one traveler, long I stood

And looked down one as far as I could

To where it bent in the undergrowth

In my reading, Frost was trying to communicate the frustration of making a decision. He knew that whichever path he chose, he might look back and regret not choosing the other. And that is why making choices is so hard. It’s because once you choose, you’ve chosen. There’s no going back.

Then took the other, as just as fair,

And having perhaps the better claim,

Because it was grassy and wanted wear;

Though as for that the passing there

Had worn them really about the same,

That’s why I think it’s important to know how to make decisions. Otherwise, we’ll be standing in the woods, staring at those diverging roads forever. 

And both that morning equally lay

In leaves no step had trodden black.

Oh, I kept the first for another day!

Yet knowing how way leads on to way,

I doubted if I should ever come back.

So how do we know who we are? Who are you? Who am I? And once we know, how do we use that knowledge to make decisions?

My answer to you: follow your moral compass. Your moral compass shows you what road to take to find the things you value and directs you away from danger. Your moral compass shows you who you are. When faced with a difficult decision, we can only make the right choice when we know who we are.

Our society tends to hold values in contrasting pairs, as if we must be one thing or the other. But if you think about it, there are many opposing ideals which need to be balanced in order to mold us into who we want to be:

We must simultaneously be:

Rooted in our beliefs… and willing to change.

Forgiving of others’ mistakes… and able to hold people accountable.

Loyal to others… but also to ourselves.

Proud of our heritage, beliefs, intelligence, identity, and personality… but humble and receptive to others.

Kind when possible… but tough when necessary.

We also need to balance who we are with who we want to become.

This is how we know who we are. This is how we make decisions.

I shall be telling this with a sigh

Somewhere ages and ages hence:

Two roads diverged in a wood, and I—

I took the one less traveled by,

And that has made all the difference.

Samuel Messenger is pursuing a bachelor’s degree in music theory and composition at Rider University in New Jersey. He graduated from high school with honors as salutatorian, giving the above speech during commencement.

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Lead well!

MOST READ ARTICLE OF THE MAXIMUM STANDARD:

Lead Outside the Circle

by Stephen T. Messenger

June 14, 2022

Like many typical professionals, I’m pretty good at keeping work away from home. I compartmentalize my career and try to keep my family separate from the stressors of work or the burdens that come with it. Likewise, I rarely bring family matters into the workplace.

However, recently I’ve seen advantages in integrating the two worlds.

We would dramatically increase our leadership capability if the lessons we learn from our family, leisure, career, and hobbies seamlessly translate into other areas in our lives.

Integrating Life

At a recent ceremony I attended, the guest speaker noted that she gave up trying the traditional balance of work and life, a phrase we’ve all often heard. Instead, she spoke of integrating family and career activities together and prioritizing when needed. An intriguing concept!

This week I’ve found myself on an extended hiatus between Army assignments. It’s provided a chance to explore activities that are new, or I haven’t done in a while. Interestingly, the more diverse the activity, the more I see applicable lessons in the workplace.

The first item I wanted to catch up on was reading. I sought out some books that I traditionally shun for more professional, military-related topics. Suddenly, instead of visiting World War battlefields and sitting near national leaders, I found myself immersed in the seedy underbelly of magic, hunting down drug-dealers, and cheering on the U.S. 1936 Olympic crew team.

While I thought this would be a reprieve from professional reading, instead, these unique and unexplored topics provide much, if not greater insight, into the leadership profession.

Off-Topic Books That Are on Topic

In Fooling Houdini by Alex Stone, the author and magician learned holistic integration while pursuing the perfect magic trick. He integrated concepts from mathematics, theater, clown lessons, and pickpocketing to create an act worthy of performing at the International Brotherhood of Magicians competition.

Reading Killing Pablo by Mark Bowden, I learned about the brutal rise and fall of Colombian cocaine cartel kingpin Pablo Escobar. He exemplified Sir John Acton’s statement that, “Power tends to corrupt, and absolute power corrupts absolutely.” As people earn positions and promotions, it’s easy to lose sight of how they got there.

Next in The Boys in the Boat by Daniel James Brown, the 1936 U.S Olympic Rowing Team followed the path of nine lower-class athletes rising out of the ashes of the Great Depression and described how they overcame a host of adversities to compete in the Olympics. Persistence is a powerful concept.

Books about different experiences, power and ego, and true determination easily apply to all aspects of life. But then I found simple, everyday projects apply as well:

Everyday Life as Leadership Lessons

• Weeding the garden. I pulled a small root that surprisingly reached over four feet and across tens of plants! The interconnectedness of one root system often has impact in other areas. My decision in one area has secondary and tertiary effects that I’m probably not thinking about.

• Spackling our rented house to vacate. Attention to detail matters and creates decisions on how much effort you’ll do when no one will ever notice but you. I could have “mailed in” spackling since I’m the only one who’s really looking… but every task should be done to the maximum standard.

• Surviving hotel living with four kids and a dog. Multiple days in a hotel with a large crew will try anyone’s patience. Creativity is needed to keep the clan happy and the parents sane!

• Dirk Bentley’s Video living. https://www.youtube.com/watch?v=Iv8Fu7GIutg. Coming across this random song on my morning run made me realize how much better of a father I can strive to be.

I’m starting to realize that many activities at home make me a better professional at work, and many ideas at work make me a better family man.

The holistic leader compartmentalizes less and integrates more.

It’s about bringing family and friends into your world of professionalism, and work leadership lessons into the home to train the next generation. I’ve all too often separated these two worlds, strangely abiding by that whole “men are waffles” concept where the syrup never spills out of the waffle hole into another.

Living the Integrated Life

But combining all these lessons can help make us better leaders. It’s up to us to capture those ideas, integrate all facets of our lives into each other, and be the best version of ourselves at home and work.

“Somedays,” as Dirk Bentley noted in his video, “you’re living.” You’re reaping the full benefits of a holistic life, learning ideas that make you better across different facets. Reading certainly helps, but so do all the other activities across the spectrum of life.

Lead well, in every area!

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by Stephen T. Messenger

May 24, 2022

In New York City last year, 125 pedestrians were killed in motor vehicle accidents. That’s the most deaths since 2013, and Mayor Eric Adams is looking to pull that number back to zero.

One way he’s attacking this problem is by installing one hundred raised crosswalks annually. These consist of a flat-topped speed hump approximately 6 feet wide that forces cars to slow down as they approach heavily crossed roads. The raised walkway has been shown to reduce average speeds by 18% and accidents by 45%.

In effect, the drivers are forced to switch their mindset from owning the road to entering the pedestrian’s world.

The same applies to how we interact with those on our team. Often, leaders fail to enter the world of those who are following them. The leader thinks they own the road and treats everyone as if they must enter the boss’ world.

A better way to interact with people is to join their world. When my daughter was five years old, my father-in-law was on the floor for an hour with her talking about unicorns and princesses and flying. We applauded him for enduring so much imagination, and he responded: “It’s easy when you enter their world.”

This skill is about listening to and understanding the other person. Until you know what motivates them, it’s hard to influence them.

What concerns the leader is not necessarily what motivates the follower. Traditionally, employees think more about their personal role, their own lives, and what they need to do to be successful today. Honestly, we all do. They don’t always care about the bigger picture. It’s the leader’s job to flip the script.

Often, leaders hold meetings in their offices and conference rooms, mandating their people come to them. They sit around the table in the same office scenery, with the same thoughts, thinking about how the employee can best benefit the leader.

Instead, leaders need to go to people, meet them in their office, their place of work, or their conference room. They need to see what their employees see. They need to experience what their employees experience.

The Army calls this battlefield circulation. It’s when they move to the front lines and inspect the foxholes, talk to the troops, and see conditions for themselves. As discussed in last week’s article, General Eisenhower talked to the Airborne assault team the day before D-Day to enter their world before the invasion.

He could have easily sat in his headquarters and hoped the D-Day assault would go well. Instead, he chose to enter their world.

Those who forget to enter the other’s world quickly become disconnected from their people. They don’t understand what motivates their team, inspires others, and encourages them to succeed. They become isolated and take their finger off the pulse of the organization. They quickly fail.

Entering their world is about:

Relationships: You must know your people to lead them

Communication: You must talk to them to understand the issues

Empathy: You must put yourself in their shoes to see the problems

The reason pedestrian accidents decrease with raised sidewalks is because the cars enter the world of the walkers. The cars are forced to slow down, move to the level of the walker, and understand they are no longer in their own world.

Leaders must do the same. Enter the world of your employees and see how they respond.

Lead well!

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by Stephen T. Messenger

May 10, 2022

Many times, we gravitate towards following leaders that are good looking, physically fit, and well-spoken. This is especially true in politics, where often the most polished candidates become elected, sometimes regardless of their policies.

French philosopher Blaise Pascal understood this theory and spoke on what he called the three orders of greatness.

The First Order – The Body

Pascal called the first order the body. This is superficial, physical greatness where riches, beauty and physique are the contributing factors. They look the part. They are strong, attractive, and give off the appearance of leadership. On first impressions, these people are the ones that others will follow.

The Second Order – The Mind

The second order of greatness Pascal called the mind. It covers genius, science, and art. This is the intellectual aspect of leading others. These leaders have seemingly advanced insight into problems. They are well-spoken, articulate, and can inspire others through their knowledge and communication. This order is of a much higher plane than the first.  

Pascal talks about the greatness of the mind through specialized areas such as music, art, or language. In terms of leadership, these people are intellectually stimulating. They inspire others through their brilliance in words and deeds. Often this second order takes followers more time to assess than the first order.  

The Third Order – The Heart

The third order of greatness he called the heart. According to Pascal, this plane is far above the body and mind. Pascal talks about these three orders from a religious perspective, but from a leadership lens, the third order is live a life of humility and integrity above all else. It is to truly care about those we lead.

At times, many of us miss the mark on the third order.

We put so much effort into looking and acting the part of a leader. We wear the right clothes and practice our words to make a great impression. We focus on the superficial aspects of leadership so that others may follow based on pedigree, past achievements, and our hopeful brilliance.

But at the end of the day, it’s the third order of the heart that truly matters. We must go into every engagement with a heart for the people we lead. Often, we forget that every decision we make impacts our people.

Leading is so much more than making good decisions for only the bottom line and organizational success. It’s about understanding the impact we have on the people around us.

General Dwight D. Eisenhower

All three orders are important. An example of a leader who personified all orders is General Dwight D. Eisenhower in World War II. For the first order, he looked and acted the part of the Supreme Allied Commander of the Allied Expeditionary Force in Europe. He was physically and mentally strong.

For the second order, he was a military genius. He deftly maneuvered the politics of multiple countries and world leaders to defeat the German war machine. Moreover, he inspired his soldiers when he spoke to them.

But his leadership shone in the third order. General Eisenhower passionately cared about the service members in his command. He had an impossible decision to make in 1944 on whether to initiate the D-Day invasion based on poor weather forecasts and casualty estimates.

It was a gut-wrenching decision.

After deciding to go ahead with the attack, General Eisenhower placed himself among the preparing invasion force the night before to see off the troops. He mingled with the paratroopers and truly cared about the young men he was sending into battle.

One Red Cross worker gave the account of her giving him a cup of coffee. Eisenhower’s hand was shaking so badly from the stress of his decision and sending this force into combat, she was afraid the coffee would spill on his hand and burn him. She took the coffee away.

Eisenhower spent the night thanking his troops and wishing them good luck.

Despite sending these young men to their potential death, Eisenhower stood among them until the last plane launched.

His heart for his people far outweighed his stature or intellect. He displayed care and compassion for those under his charge. This story of walking among the troops and caring about the soldiers in his command is still told almost 80 years later. It is the heart that truly matters.

While the best leaders usually have all three orders of greatness, if you’re going to lead, focus on leading with your heart. Your team will notice. 

Lead well!

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January 18, 2022

by Stephen T. Messenger

Oblintunity: An obligation that one must do, but at the same time provides massive opportunity for personal growth and development

I’ve recently been part of a mission to place military medical professionals into civilian hospitals struggling with high numbers of COVID patients and staffing shortages. These military doctors, nurses, and technicians spend 30 days on-site with the potential for extension.

The way the teams get there is through an overwhelmed hospital requesting support, the State agreeing, and, if approved at the Federal level, the military sending teams to support local communities. When receiving orders, these medical professionals are obliged to leave their families for an extended period and provide medical care.

They are in support of the decisive effort in our Nation’s response to COVID.

Like good soldiers, sailors, and airmen, they take orders and defend our Nation. It’s the nature of the job. And they do it proudly.

However, this is tough. Many teams were away over Thanksgiving, Christmas, and New Year’s. The notification period is extremely short, and they could be assigned to any State in the Nation. Even during non-holiday times, families are disrupted, lives placed on hold, and routines completely changed.

As these teams integrate into the hospitals, I see an interesting phenomenon. The members turn this obligation into an incredible opportunity.

Every patient they meet is a chance to heal, connect, and encourage. They are directly impacting lives while demonstrating military leadership in towns that don’t traditionally see service members. They are taking 30 days to think about their personal goals and set conditions to improve physically, spiritually, emotionally, mentally, and familywise.

I’ve seen these leaders take a disruption and turn it into unbridled success.

It certainly got me thinking: what if every obligation a leader encountered at home and work, they turned it into an opportunity?

• The new project from the boss you got stuck with is a chance to create lasting organizational change
• That lunch with that difficult client is now a challenge to gain a large purchase order
• The five-day work trip away from family develops deeper relationships with peers
• Attending a mandatory work function allows you to meet people in the office you haven’t talked to before
• Taking your sick child to the doctor is a moment to create a lasting memory during the car ride

Too often leaders get fixated on the tasks they want to do, when they want to do them. When a disruption in their life appears, it’s easy to dismiss this as a distraction instead of a benefit.

I’ve been on a string of extended work trips lately. While it’s tough being away from the family for long period of time, I’ve maximized that by building relationships, tackling online college assignments early so I won’t need to do them at home, working out every morning, improving my spiritual life, and saving money and hotel points for future family trips.

Obligations can turn into opportunity.

Building relationships is one of the largest opportunities. Leaders must form bonds with others inside and outside their organizations, and obligations are a time to connect with others. These linkages are critical to good working relationships and organizational success.

Most obligations come with a human dimension. You’re usually with other people who are forced onto the same project as you. Great leaders operate within the human domain and find ways to build teams and connect with others for future projects.

Finally, oblitunities must be met head on with a positive attitude. It’s critical that even when faced with a mandatory event, leaders put on a good face for their employees, peers, and yes, especially their kids.

I’ve been amazed to watch these medical professionals seamlessly integrate with civilian hospital teams. They quickly form bonds with their civilian counterparts and work side by side saving lives.

Their ability to be missioned on short notice, spend a month in a different State, proudly help others, and have a great attitude is a testament to the amazing service members we have out in the force. And many are taking time to improve their personal lives while out helping our Nation.

I love seeing obligations turn into opportunity!  We as leaders must capitalize on these Oblitunities* and encourage others to do the same.

Subscribing to The Maximum Standard is not an obligation, but it’s certainly an opportunity to develop yourself as a leader. I encourage you to sign up to receive a free, weekly 3-4 minute leadership read every Tuesday.  There’s no obligation and we would love to join you on your leadership journey!

*I first heard the term “Oblitunity” from Pastor Doug Echols of Bethel Baptist Church in Yorktown, VA in a sermon he preached in November 2021.

by Stephen T. Messenger

September 28, 2021

“That’s the whole challenge of life – to act with honor and hope and generosity, no matter what you’ve drawn.” –Anton Myrer

This week, I had the honor of promoting to the rank of Colonel in the United States Army. As I looked back over a 21-year career, I reflected to select one, seminal leadership lesson I wanted to pass along to military and civilian leaders, and especially my children. 

I thought finding this seminal lesson would be a challenging exercise, but I got to my answer rather quickly because, honestly, I’ve struggled with this more than I care to admit.

It’s not about me.

One of the biggest reasons I love the military is that it’s a team sport where organizational success is a collective goal greater than oneself, namely national security, comradery and esprit de corps, and small unit interaction. This profession is truly founded on selfless service, with people prepared to sacrifice their lives to support and defend the Constitution of the United States and the greatest Nation on Earth.

One of the challenges I have with the military is that it’s very promotion centric. There’s an “up or out culture” where the nature of the system sometimes leads toward direct competition for the top report card. While this can draw out the best in leaders and organizations, it sometimes creates an unhealthy environment based on individual personalities in a unit.

Anton Myrer’s novel Once an Eagle directly addresses the tension between organizational success and individual achievement.

The protagonist Sam Damon is a career Army officer who is the exemplar of a serving leader. He spends his military life focused on organizational goals and placing the unit above his career and himself. In World War I, he repeatedly risks his life charging through no-man’s land to allow other forces to exploit these gains.

He sets high standards and demanding training for both himself and his soldiers to prepare for the next engagement. Never one to shy away from honest and unpopular opinions, Sam provides frank assessments to superiors they may not want to hear. Through this, he achieves organizational and personal success while understanding his career is not about him.

His counterpart, Courtney Massengale, has many of the same positive traits and attributes as Sam. He is tactically and technically competent, smart, ambitious, and strives for organizational success. However, Courtney’s fatal flaw is that he believes the Army is there to serve him.

Courtney is driven by self-gain, personal accolades, and future opportunities. At one point in World War II, his unit is under an assault by the Japanese and one portion is in danger of defeat. However, Courtney pulls back a second unit that could have saved the other so Courtney could have the honor of capturing the first intact Japanese city. The opposite of Sam’s career mentality, Courtney lives his life thinking it’s all about him.

There are many nuances to these characters, but generally they are on opposite ends of the spectrum. Few leaders today can be characterized as either a pure Sam or Courtney. Instead, most leaders live tenuously in the middle of the personal accolades-servant leadership spectrum.

Below are a few examples across my 21-year career of when I’ve struggled with this same tension:

– Receiving a Mediocre Report Card. After pouring my heart and soul into both mission success and taking care of soldiers, I’ve at times still gotten less than stellar evaluations resulting in a subsequent, personal funk. Great leaders can shrug off what others think of them knowing they are trying their hardest to achieve mission goals while supporting their team. It’s not about your report card.

– Public Correction. Unfortunately, we’ve all had leaders who chastise in an open forum. After a public rebuke, it’s not about how you’re percieved by those around you, it’s how you pick yourself up and move forward to the next objective with those you lead. You are not defined by one bad encounter.

– Receiving Praise. It’s great to hear others complement you. However, leaders must quickly and unabashedly default to pushing recognition down to those who are truly doing the work. Leaders lift others up and highlight the skills and talents of those who are often in the background. It’s about them.   

– Trusting Subordinates. Micromanagement is an art that many, sadly, have mastered. However, great leaders provide their subordinates with tasks meant to result in shared understanding and then trust them to take initiative to complete their job. Don’t do their job for them.

– Thanking Others. Life happens fast. After one project is over, the next one is in your face. You have to take time to celebrate the wins and thank those that have sacrificed time, money, and effort to achieve your goals. A simple handshake goes a long way. A written note goes further.

The list of struggles I’ve had is endless. It’s easy for leaders to get caught up in themselves and consider how today’s actions affect tomorrow’s plans. But at the end of the day, leadership is not about the leader. It is about the organization’s goals and the people they lead.

As my children, my acquaintances, and I advance in life, I believe we will all be fully successful if we master this one lesson:

It’s not about me.

_______

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by Stephen T. Messenger

July 13, 2021

Last week I completed my Battalion Command experience—it has truly been an honor to lead America’s best and brightest. I was challenged, humbled, and encouraged by the great men and women who so diligently work on behalf of our Nation. While I learned many lessons from the job, my enduring takeaway came from a John Maxwell podcast I revisited when driving to my next duty location: “Success versus Significance.”

It’s easy to get wrapped up in personal glory in our workplaces. Unfortunately, much of any career rests on the next job assignment, evaluation report, or school. In the military, there is an up-or-out culture where after a few years in rank, the only two options are promotion or retirement. This forces military members to work towards getting that great report card which assesses their potential favorably against their peers. I know from personal experience this culture permeates the civilian sector as well.

Maxwell would call this success: the attitude of saying it’s all about me, my success, and my performance.  Success provides a feeling of personal accomplishment and pride. Although the desire to be the best is admirable, doing so solely for personal benefit is not.

General George Patton is an example of successful leadership. He was a highly gifted leader who relentlessly fought for victory and glory. His exploits were well known: Olympic athlete, leader of America’s first motorized attack in Mexico, General Pershing’s aide in World War I, and aggressive tank Commander in Europe during World War II.

He petitioned General Eisenhower for the prestige of leading Allied forces during the D-Day invasion. He was removed, however, for mistreatment of soldiers. In Europe, he constantly asked for the resources to fuel a push towards Berlin but was denied to support the collective needs of the Allied advance. To be fair, his aggressive leadership was crucial to the Allies victory. However, it always seemed more about Patton than about an overall victory.

Significance is the legacy that one leaves behind. Long after a leader departs an organization, their impact on organizational culture, attitude, and processes will remain. Moreover, their imprint on individual followers, peers, and supervisors will ressonate for a lifetime, good or bad. We can all remember leaders from our past that have left lasting impressions on how we lead.

This quality makes me think of General George Marshall. He had every right to become the Supreme Allied Commander instead of Dwight Eisenhower in World War II. President Roosevelt was ready and willing to appoint Marshall as the one who would liberate the world from Nazi oppression. However, Marshall understood his current position as Chief of Staff in Washington was more important than his personal glory. He declined this historic position and remained in the background of the war.

In this capacity, he was the architect of the Army’s senior leadership team. He was the one prior to World War II who replaced aging, senior leaders with the next generation of Army leadership. He was in the States as the mastermind of preparing American ground forces for the invasions against Germany and Japan. And he was the one who turned down personal success for the good of the Nation—General Eisenhower eventually went on to become President. Marshall’s actions created a lasting significance of leadership through others resonating across the armed forces and America.

During my command, I attempted to be significant. I wanted to channel my inner George Marshall and make a legacy impact on the battalion. Two of our four lines of effort were the following:

– Develop leaders of strength and character

– Set conditions for future success.

Leveraging these initiatives, I met every leader to talk about their personal lives, military service, goals and dreams, and systematic improvements. I attempted to have deep conversations about the enduring success and culture of the unit along with helping them achieve their individual goals. I tried to show them that they are more than just a cog in the machine, but a valued member of the organization. Moreover, I tried to create lasting changes that will positively impact the unit years from now.

I was successful as a battalion commander, but if personal glory is the measuring post of victory, we are measuring the wrong things. Leadership is never about the leader; it is about those we lead and the organizational mission. Success may be the by-product of great leadership, but it cannot be the objective.

Success is found in myself. Significance is found through others. I pray we all are leaders who consistently leave a legacy of significance and positively impact the lives of others for decades to come.

July 4, 2021

This Independence Day, we thought it would be appropriate to share one of our Nation’s foundational documents, the Declaration of Independence. The struggle our fledgling Nation went through to separate from Great Britain was leadership at its finest.

Fifty-six signatories supported by a countless background cast signed this declaration that would essentially earn American Independence or send each one of them to their deaths. Today, 245 years after the Declaration, we continue to live in the greatest country every placed on the Earth because of their foresight and bravery.   

Spelling and punctuation reflect the original.

In Congress, July 4, 1776

The unanimous Declaration of the thirteen united States of America, When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Nature and of Nature’s God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.–That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, –That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness. Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shewn, that mankind are more disposed to suffer, while evils are sufferable, than to right themselves by abolishing the forms to which they are accustomed. But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.–Such has been the patient sufferance of these Colonies; and such is now the necessity which constrains them to alter their former Systems of Government. The history of the present King of Great Britain is a history of repeated injuries and usurpations, all having in direct object the establishment of an absolute Tyranny over these States. To prove this, let Facts be submitted to a candid world.

He has refused his Assent to Laws, the most wholesome and necessary for the public good.

He has forbidden his Governors to pass Laws of immediate and pressing importance, unless suspended in their operation till his Assent should be obtained; and when so suspended, he has utterly neglected to attend to them.

He has refused to pass other Laws for the accommodation of large districts of people, unless those people would relinquish the right of Representation in the Legislature, a right inestimable to them and formidable to tyrants only.

He has called together legislative bodies at places unusual, uncomfortable, and distant from the depository of their public Records, for the sole purpose of fatiguing them into compliance with his measures.

He has dissolved Representative Houses repeatedly, for opposing with manly firmness his invasions on the rights of the people.

He has refused for a long time, after such dissolutions, to cause others to be elected; whereby the Legislative powers, incapable of Annihilation, have returned to the People at large for their exercise; the State remaining in the mean time exposed to all the dangers of invasion from without, and convulsions within.

He has endeavoured to prevent the population of these States; for that purpose obstructing the Laws for Naturalization of Foreigners; refusing to pass others to encourage their migrations hither, and raising the conditions of new Appropriations of Lands.

He has obstructed the Administration of Justice, by refusing his Assent to Laws for establishing Judiciary powers.

He has made Judges dependent on his Will alone, for the tenure of their offices, and the amount and payment of their salaries.

He has erected a multitude of New Offices, and sent hither swarms of Officers to harrass our people, and eat out their substance.

He has kept among us, in times of peace, Standing Armies without the Consent of our legislatures.

He has affected to render the Military independent of and superior to the Civil power.

He has combined with others to subject us to a jurisdiction foreign to our constitution, and unacknowledged by our laws; giving his Assent to their Acts of pretended Legislation:

For Quartering large bodies of armed troops among us:

For protecting them, by a mock Trial, from punishment for any Murders which they should commit on the Inhabitants of these States:

For cutting off our Trade with all parts of the world:

For imposing Taxes on us without our Consent.

For depriving us in many cases, of the benefits of Trial by Jury:

For transporting us beyond Seas to be tried for pretended offences

For abolishing the free System of English Laws in a neighbouring Province, establishing therein an Arbitrary government, and enlarging its Boundaries so as to render it at once an example and fit instrument for introducing the same absolute rule into these Colonies:

For taking away our Charters, abolishing our most valuable Laws, and altering fundamentally the Forms of our Governments:

For suspending our own Legislatures, and declaring themselves invested with power to legislate for us in all cases whatsoever.

He has abdicated Government here, by declaring us out of his Protection and waging War against us.

He has plundered our seas, ravaged our Coasts, burnt our towns, and destroyed the lives of our people.

He is at this time transporting large Armies of foreign Mercenaries to compleat the works of death, desolation and tyranny, already begun with circumstances of Cruelty & perfidy scarcely paralleled in the most barbarous ages, and totally unworthy the Head of a civilized nation.

He has constrained our fellow Citizens taken Captive on the high Seas to bear Arms against their Country, to become the executioners of their friends and Brethren, or to fall themselves by their Hands.

He has excited domestic insurrections amongst us, and has endeavoured to bring on the inhabitants of our frontiers, the merciless Indian Savages, whose known rule of warfare, is an undistinguished destruction of all ages, sexes and conditions.

In every stage of these Oppressions We have Petitioned for Redress in the most humble terms: Our repeated Petitions have been answered only by repeated injury. A Prince whose character is thus marked by every act which may define a Tyrant, is unfit to be the ruler of a free people.

Nor have We been wanting in attentions to our Brittish brethren. We have warned them from time to time of attempts by their legislature to extend an unwarrantable jurisdiction over us. We have reminded them of the circumstances of our emigration and settlement here. We have appealed to their native justice and magnanimity, and we have conjured them by the ties of our common kindred to disavow these usurpations, which, would inevitably interrupt our connections and correspondence. They too have been deaf to the voice of justice and of consanguinity. We must, therefore, acquiesce in the necessity, which denounces our Separation, and hold them, as we hold the rest of mankind, Enemies in War, in Peace Friends.

We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these United Colonies are, and of Right ought to be Free and Independent States; that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved; and that as Free and Independent States, they have full Power to levy War, conclude Peace, contract Alliances, establish Commerce, and to do all other Acts and Things which Independent States may of right do. And for the support of this Declaration, with a firm reliance on the protection of divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.

by Stephen T. Messenger

April 20, 2021

COVID scrapped our plans again.  We spent over two months planning an exciting, week-long, COVID compliant, offsite for our leadership team.  Between reinforcing our strategic narrative, sharing best practices, conducting one-on-one counseling, hosting a competitive event and team building, and providing ample down time, this event was destined to be a success!  Then COVID struck. 

Immediately following the evening social on the first day, an employee learned his wife tested positive for COVID.  He subsequently tested positive the next day.  All our plans came to a screeching halt.  Every event over the next 72 hours was predicated on personal interaction—if not, why even have an offsite?  Our plans were now worthless.  Yet our deliberate planning saved the day.

President Dwight Eisenhower once stated the Army taught him “plans are worthless, but planning is everything.”  He continued by explaining that in an emergency, the first thing “to do is to take all the plans off the top shelf and throw them out the window.  But if you haven’t been planning, you can’t start to work, intelligently at least.”  Those last three words say it all.

Too many leaders tie themselves to the plan, but the plan is only a vehicle to get to a desired end state by a certain time.  There are many roads to get there; your plan is just one of them.    

I’m a planner at heart.  I love to have timelines and schedules; to start on time and end on time; to let everyone know what the plan is; and to allow them to know with predictability what their day will look like.  Unfortunately, no plan survives first contact.  All planners are able to build and issue a plan.  The best ones can also:

Account for possible disruptions.  What is the most likely disruption that’s going to happen?  In our case—it being 2021—COVID will rear its ugly head.  In the planning process, you need to have already thought about the top two or three things that could go wrong.  A simple example is a considering the possibility of a flat tire while travelling and what could happen next.

Have a backup.  No one likes to build a plan that won’t be used.  Nonetheless, have a branch plan that allows a team to quickly shift from encountering a disruption to maintaining success.  You may never have to use the plan, but at least it’s there.  Backup planning is the spare tire or roadside assistance for your event. 

Bring Contingency Resources.  Backup planning is good; resourcing it is essential.  When things go awry, planners who have thought through different possibilities and backups still need to have those resources on hand.  It’s the difference between only having a flat spare versus one that’s full of air… with a jack… and a lug wrench.  Don’t let a contingency fail by forgetting the little things.

Know the Intent.  Planners keep their eyes on the prize.  The boss should have laid out clear intent for the event.  Focus contingency planning on how to achieve the “what” and the “why,” using a different “how.”  As long as you meet intent, your planning is successful.  In our flat tire example, if the intent is to be on time for a meeting, call an Uber.  If the intent is to have a fun, family vacation, make a memory with the kids changing a tire on the side of the road.

In our case, the team conducted a good site reconnaissance of the event and knew of many local resources.  We conducted COVID testing at a known site, provided a 40-hour buffer period to get test results, shifted to a temporary virtual platform where we could, held limited in-person contact with protections, and resumed COVID-friendly operations on the fourth day.  We still met the intent and kept our people safe.

Winston Churchill said, “the best generals are those who arrive at the results of planning without being tied to plans.”  The planning process is the critical piece of a successful event.  A plan will form out of it, but the most capable leaders have thought ahead and are flexible and agile enough to shift when needed. 

by Stephen T. Messenger

January 17, 2021

It was the day after one of my peers and good friends left the organization.  I walked into the office and staring me in the face that morning was a white envelope with my name on it.  Outside was his name professionally printed on quality cardstock.  Inside I found a handwritten note from my departed comrade thanking me for our time working together.  It wasn’t brilliant, articulate, or transformative.  Instead, it was a simple, heartfelt thank you from a professional who took the time to pen some words to a good friend.  This was the moment when I realized that leaders must master the art of the thank you—and I was failing.

I went on a journey the weeks after to learn how to thank people better.  In my sock drawer at home, I pulled out a handful of handwritten thank you notes from various people in my career.  Not shockingly, my drawer contained zero thank you emails I printed out to save.  Rereading those cursive notes I had, they helped me remember the great leaders I worked with.  They cared enough about another person to buy stationary, ponder why they are thankful, write it down, and seek out a benefactor.  It sounds so simple yet remains so rare.

A thank you is one of the most powerful tools a leader has in his arsenal.  This simple act demonstrates that a person values another enough to formally thank them for their impact.  In a sea of false accolades and inflated evaluation reports, a thank you differentiates leaders who care from those who care about themselves.  The best leaders take time every day to appreciate those who will never be written about in the history books but keep the organization successful.          

Admittedly, I realized I wasn’t thanking people nearly enough.  As a leader, every success you have is carried on the shoulders of those who work for you.  They deserve the credit and recognition for any accolades you may receive.  To master the art of the thank you, there are three buckets leaders should focus on:

1.  Meetings:  The best commander I ever had started every meeting and ended every meeting with a sincere thank you.  He stated that he was going to thank people so much that he expected people to write on climate surveys that he was over thanking them.  I don’t think that ever happened, but his simple act of appreciation always went a long way with the team.  It truly showed this leader cared.

2.  Daily Ambush Thanks:  Once a day, I find someone to verbally thank.  This could be in the building or over the phone.  It might be someone inside or outside the organization.  Face-to-face is always best, and the art of looking someone in the eye, shaking their hand, and thanking them from the heart goes a long way.  People desire to be seen and recognized by their leadership.  A thank you does both.     

3.  Handwritten Thank You Note:  This is where leaders make their money.  A handwritten, tangible thank you goes far beyond simply verbal recognition, and allows them to take that thanks home, share it with family and friends, and remember it for years.  By penning an appreciation note, leaders can give a legacy gift that lasts long after they leave the organization.  It demonstrates that the leader takes personal time to think about the importance of an individual, values their contribution, and goes out of his way to recognize their worth.

Invest in this process.  Purchase cards and envelopes with your name inscribed on the outside and blank inside.  Hand deliver or mail these cards to those who are making an impact in the organization.  They will receive them as a badge of honor and keep them in their sock drawer for years to come.

Leaders master the art of the thank you.  Your employees, peers, and yes, even your boss, deserve to be thanked.  They are working hard for the good of the organization and, sadly, are rarely recognized for their efforts.  It is up to you to find those that are making an impact, great or small, and thank them for supporting you.

Stephen T. Messenger

January 7, 2021

Roger Federer and Andre Agassi are two of the most successful tennis players of all time.  With over 2,000 match wins between them, they ruled the courts of their day and demolished their competition.  Interestingly enough, one loves the game while the other hates it.  Federer found his motivation through the joy of the playing while Agassi found himself frustratingly going through the motions.  Ultimately, this is a tale of two tennis titans and the difference between transformational and transactional leadership.

A transactional style of leadership is accomplished by leveraging rewards or punishments to encourage action.  Parents do this when they give an allowance to their kids for mowing the grass.  Businesses issue paychecks for performance.  Managers establish achievable goals and employees meet the standard; but that does not mean they are living up to their full potential.  A recent Gallup Poll found 54% of all American employees are “not engaged” at work.[i]  They put in the hours to meet the minimum expectation but simply do not have the desire to support organizational goals.  Even scarier, 14% are “actively disengaged” at work, meaning they spread their frustrations to peers. 

Andre Agassi was a transactional employee.   From an early age, he played tennis to please his father.[ii]  As a professional athlete, every match brought with it a desperate fear of losing.  His motivation was to avoid punishment (failure) and play for other people, not himself.  Think of your employee base.  They have standards to meet and a job to do.  How many are driven by fear, performance anxiety, not being fired, or the desire to just meet the minimum and go home?  How many are going through the motions, perhaps performing well but becoming dissatisfied with career and life?  This type of employee may seem fine on the outside or even may be doing well at work, just like Agassi, but also may suffer from depression or worse, just like Agassi.

Transformational leaders help others transcend individual interests for the good of the group. This leadership makes employees aware of the importance of their jobs and performance to the organization along with providing a sense of purpose and joy.  They provide opportunities to develop followers’ personal growth, motivating them to work to meet organizational goals.  Employees are not working solely for a paycheck (albeit important) or to avoid being fired (also important), but for the goals of the company through their personal contribution to the organization.  They feel a special bond with their group and connect with the mission, values, and importance of their job.

Roger Federer was a transformational employee.  He loved the game from the beginning and maintained his joy throughout his career.  He played with passion and, win or lose, maintained his work ethic.  He simply loves tennis.  He’ll play at home smiling with family and friends for the joy of the sport, not for winning or pleasing someone else.  In his interviews, you can hear the love affair he has with the tennis profession[iii].  He’s not out to set records but to love the game.

Not every employee can be a Federer.  However, great leaders can help employees move from a transactional towards a transformational mindset.  They do this by:

Communicating the Importance.  Stress the value of each worker’s task to meet organizational goals.  Every person in important.  T-Mobile states that employees are their #1 priority and the customer is the why.  Followers must know their job makes a difference.  Thank them for that.

Developing the Team.  Create opportunities for their team to grow and evolve.  This could be providing formal or informal education, leveraging individuals on unique projects, giving them a challenge, or simply sharing information with them.  Help them think broader and catch the vision.

Motivating Employees.  Be a charismatic leader, excited and enthusiastic about organizational goals.  If you aren’t excited, they won’t be either.  Demonstrate your confidence in their abilities to maximize potential.       

Making It Fun.  Work does not have to be boring.  In fact, it’s a leader’s responsibility to help people enjoy what they’re doing—acknowledging sometimes this is impossible based on task and personality.  Find ways to meet organizational goals while enjoying what you do.  This could be through organizing friendly competition, fun communications, and office games. 

Connect with People.  Know your employees.  Ask them about their past and future goals.  Find out what motivates them.  Care about their families.  Call when they are sick.  Lead with passion.

Realistically, no one is going to change overnight from transactional to transformational.  Leaders must see this as a journey fostered through deliberate planning.  Every interaction must be focused on building a transformational mindset and developing broader vision.  While challenging, this slow evolution will completely change how your organization acts, thinks, and performs.

Andre Agassi was a hall of fame tennis player with an amazing career and eight Grand Slam Titles.  However, his journey of playing for the wrong reasons led him down a dark path of depression and drug abuse along with a hatred of his profession.  In contrast, Roger Federer loves the game, has a peace at home, and is tied for winning the most Grand Slam Titles at 20.  Great leaders help followers find that purpose and passion in their work to move towards a transformational mindset.

By the way, Federer beat Agassi over 70% of the matches they played.

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^[i] Jim Harter, Historic drop in employee engagement follows record rise, Gallup.com, July 2, 2020. https://www.gallup.com/workplace/313313/historic-drop-employee-engagement-follows-record-rise.aspx

^[ii] Stuart Jefferies. Why did Andre Agassi hate tennis? The Guardian, October 28, 2009. https://www.theguardian.com/sport/2009/oct/29/andre-agassi-hate-tennis

^[iii] Roger Federer, Roger reflects: Federer for the love of the game, YouTube, September 10, 2016.  https://m.youtube.com/watch?v=5F9EbxARMP8

by Stephen T. Messenger

January 1, 2021

I have three baseball caps in my house.  One is a clean tan Army hat that I wear outside in public at places like sporting events and beach gatherings.  This reminds me that I am a military officer both on and off duty and represent the profession of arms.  The second is my old, washed out Army hat.  I put on this hat when I exercise, take a long run, or cut the grass.  I know when I wear this one that I am about to do some serious work and sweat is inevitable.  The third is a light gray Life is Good hat with a “Grateful Dad” caption.  This hat I use when I play with my kids.  It reminds me that my kids are a blessing, and I have to enjoy every moment with them as soon they will be moving out and on their own. 

When I put them on, these hats help frame my mind.  I know that my attitude running a sprint workout does not necessarily work well when playing with my eleven-year old.  I need to have different styles of interaction in different settings.  I have found this analogy true in my leadership journey as well.  Many times, different leadership scenarios require wearing different hats.

I once started leading an organization with significant morale and cultural problems.  The team was individually very competent in their requisite skills, but it was a very top-down driven organization that stunted developing future leaders.  This team needed someone who fostered leadership journeys, empowered decision making, and challenged them beyond what they thought was possible.  The hat that I needed to wear was extremely specific to improving the culture, not in accomplishing goals or meeting metrics.  Every day, I knew that to create lasting change, I would need to embolden them to take ownership and teach them to lead well. 

Another organization I walked into was one with struggling performers and poor teamwork.  More than half the team was purposefully failing to meet goals and perform within the required standards.  In this case, the team needed a disciplinarian.  By nature, I do not enjoy being the bad cop nor continuously holding people accountable.  However, instead of using skills that I am comfortable with, I knew I had to put on my authoritarian hat.  By doing so, I spent the first few months determining who wanted to stay and meet the standards and who would be leaving the company either by their own choice or termination.  Ninety days later, we had a team that was happy to see problem-performers depart and work together to meet company objectives.  While I did not enjoy wearing the disciplinarian hat, I had to put in on temporarily to build a functioning team.

Wearing different hats is a challenging endeavor.  We are all valued programed differently through our unique leadership journeys to see, hear, and react to situations in a similar way to the last time.  After all, if it worked before, why would it not work again.  Yet, every situation we encounter requires a distinctive leadership nuance to solve a problem.  It requires us to assess our leadership portfolio and know what skills to use and when: negotiate or direct; take bold steps or be conservative; drive change or build on current successes.

This task becomes even more complicated when we have to wear multiple combinations of hats at the same time.  When dealing with individuals, wearing the right hats can be fairly straight forward.  An employee performing admirably needs to see your thankful and motivational hat.  It is up to you to know when it is the right time to add another layer of increasing goals, challenging high performers, mentoring her for future positions.  If an employee is struggling, you may need a disciplinarian hat coupled with either an encouraging instructive hat or improvement or, eventually, a riot helmet as you walk down a path to termination.

Where it becomes more difficult is in large groups where it is hard to be both a motivator and a disciplinarian.  Yet large groups of people need a to hear a message that resonates with both those performing and those not.  Leaders must celebrate wins with the team while sending a message that those underperforming know they are not hiding in the shadows.  Here, you are required to wear a delicate combination of hats to inspire the best from your team.  Only through thoughtful analysis and understanding of the current environment will you know which hat to wear.  The key is to think it through before you lead.

Of course, there are some hats that you can never take off: integrity, empathy, listening, and decision-making to name a few.  You must be comfortable enough in your own identity to stay true to your personal and core leadership values, while being able to adapt to any situation.  Your identity will remain the same, but using different hats in your workplace, community, and family allows you to maximize your influence using the breadth of your leadership abilities.  After all, damage can be done when you are wearing your sweaty, intense workout hat while you are trying to have a tea-party with your daughter. 

by Stephen T. Messenger

January 1, 2021

In 2007, Starbucks faced backlash for a failure to protect the environment.  Between wasting over six million gallons of water per day from constantly running faucets and selling more than two billion unrecyclable paper cups per year, their environmental footprint, or lack thereof, was not making any friends.[i]  Starbucks wasn’t doing anything wrong, per say.  They were simply working on being profitable.  However, there was certainly a perception of environmental impropriety about them that some found unacceptable.  This outside lens lost them support, customers, and profit.

Leaders must not have a hint, a whiff, or a sniff of impropriety about them.  We can all remember that boss who slipped up.  Whether it was embarrassing himself after drinking too much at a company party, napping in the office, or making an offensive comment, his actions instantly lost him credibility with his employees.  Credibility is the bedrock of leadership.  As a young infantry platoon leader, it was easy to see which leaders had the respect and support of their Soldiers and which did not.  Those teams who admired the integrity and confidence of their leaders would rise to the top.  Those leaders who failed to gain respect would constantly be working to prove themselves worthy of leading American Soldiers into combat.  Sometimes, one wrong move can tarnish a reputation.

When I stood in front of the platoon formation, all eyes were upon me.  Based on our working proximity and time together, this group naturally saw both my positive leadership qualities in addition to my many flaws.  As a platoon leader, most Soldiers had more experience in the Army than I did.  I found they could easily forgive my lack of knowledge or competencies, so long as I was actively working on improving, but they could never forgive a lapse in judgement.  I witnessed a few leaders who made poor ethical decisions and lost the respect of their peers and subordinates.  Once lost, it is difficult to get back.

I’ve found that its easier to strive for moral success one hundred percent of the time rather than ninety-nine percent.  Much like being on a diet, you hear people say they’re on a cheat day.  In that twenty-four hour period, their regular diet no longer applies, and they can eat whatever they want.  This logic typically results in negative gains from a temporary rush.  Leaders don’t have the luxury of being on a cheat day.  If they allow themselves permission to slip up ethically, it becomes much easier to repeatedly err in the future.  It might begin with embellishing a travel form to garnish a few extra dollars on a company trip.  But what is next? Once Pandora’s box is open, the next time becomes much more tempting and easier to cheat.  What’s worse, a seemingly private indiscretion turned public will ruin a reputation for a long time.

Starbucks understood this concept.  In 2008 they began making massive changes to their environmental footprint.  They decreased their water usage by twenty-one percent, increased their ability to recycle paper cups and backroom cardboard, rewarded customers for bringing in reusable cups, and used analytics to identify excessive water use from other sources.  Starbucks understood that as a world leader in coffee products, they cannot afford to have a hint, a whiff, or a sniff of impropriety within their business because all eyes were upon them.  As a leader, neither can you, because your team is watching.

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[i] UKEssays. (November 2018). Environmental Management System of Starbucks Coffee. Retrieved from https://www.ukessays.com/essays/environmental-studies/environmental-management-system-starbucks.php?vref=1

by Stephen T. Messenger

January 1, 2021

The most powerful words any leader can say are “Follow me.”  Leaders lead from the front and are the first to walk into any conflict—be it the field of battle or boardroom.  You cannot expect your team to do what you say unless you do what you said.  Leaders have a wide variety of managerial tasks they must accomplish on any given day.  However, they must also understand the challenges and difficulties at the most junior level of the organization and be willing to participate in the hardships that employees face in their lives.  Leaders must match their words to their actions, and nothing is more potent than “Follow me!”

World War II Soldier Aubrey S. Newman, United States Army Infantry Colonel, led his regiment in an amphibious assault onto the shores of Leyte, Philippines on October 20, 1944.  The Japanese responded with withering fire and pinned the men down on the beaches.  Colonel Newman rose up, ran forward, and yelled, “Follow me!” leading the unit to overrun the enemy defenses.  These iconic words are memorialized on a statue of a soldier leading troops forward into battle outside the infantry school in Fort Benning, Georgia, and have become the motto of United States Army Infantry.  Leaders lead from the front.   

Standing in front of your team and describing the game plan requires key leadership attributes.  It takes a mix of planning, organizing, and preparing to move your group from concept to action.  However, once the proverbial (or real) bullets start flying, leaders have to be with their teams directing the next move.  The wartime classic Heartbreak Ridge depicts a strong contrast to Colonel Newman. Lieutenant Ring, Clint Eastwood’s platoon leader, gives a rousing speech to motivate his marines before a wargame.  However, they are dressed battle with weapons and battle gear, while he remains in garrison uniform and fails to accompany the men to the field.  Their leader is at home preparing a paper on tactics and strategy, while they learn and execute tactics and strategy.  The Marines take notice and lose respect for their supposed leader.

There is nuance however to leading from the front.  After all, when not in conventional war, it’s hard to identify where the forward position may be.  A leader must position himself at the point of friction.  Sometimes this is leading men off the beach to attack the enemy, but sometimes it’s about being in the command post to organize logistics for follow-on missions or in the sales office encouraging increased productivity.  A leader does not always need to lead every action, but to be willing to perform any action that he asks of his people.  Great leaders conduct what the military calls battlefield circulation otherwise known as management by walking around.  This is when the leader gets out of his office and joins the team in their duties.  Some examples are:

– conducting interviews with human resources

– helping unload a truck on the loading dock

– making cold calls with the sales team

– taking out the trash in the breakroom

– Penning personal hand-written notes to employees

These actions show that a leader is willing, but not required, to understand more of the day-to-day challenges the team faces.  No longer is the boss considered sitting in the ivory tower but is part of the team, facing the same gratification and frustration seen in the trenches every day.  This knowledge can then be used to make better decisions to resource the team.  Moreover, battlefield circulation shows empathy, caring, and passion for people.  It may be the most important thing you do all day.  

Leaders have to get demonstrate their willingness to get their hands dirty and perform any action asked of the organization.  They must be as comfortable in the meeting room as in the mailroom.  They speak frequently with the most junior leaders of the team and have their finger on the pulse of the unit.  The best leaders both manage from the point of friction and strategically look to the next decisive action.  Colonel Newman knew this well.  The majority of his command, he was planning, preparing, and assessing his regiment for organizational success.  But he knew that when the team was pinned down and shows signs of stagnation, it is time for the boss to get out front and shout, “Follow me!”     

by Stephen T. Messenger

January 1, 2021

I’ve been a runner now for many years typically hitting the pavement five times a week.  In periods where I run just to say I exercised; I rarely improve. I generally don’t see changes in my performance except preventing atrophy.  I can tell my coworkers I ran to impress them, but my body doesn’t show any increase in speed or endurance.  In this case, I am certainly doing the right thing by exercising, yet failing to show improvement.  However, in other periods in my life I deliberately place myself on a running plan.  The internet is flooded with the “Ultimate 5K Plan” or the “Runner’s Guide to a Half Marathon.”  When I follow a plan, my body improves, and I can visibly see my endurance, speed, or both increase week after week.  My purposeful intentions generate positive effects.  In this case, demonstrating improvement over time proves that I’m doing things right.

The military calls these metrics “measures of performance” or doing the right things and “measures of effectiveness” or doing things right.  Ideally, both measures are one and the same.  However, when they fail to align, leaders suffer unintended consequences such as stagnation, disgruntled workforce, or in my case, logging miles without getting any faster or in better shape.  Leaders must understand that the decisions and actions they make generate effects, both positive and negative.  Limited effects equate to limited success.

The Army defines a measure of performance as a way “to assess friendly actions that is tied to measuring task accomplishment.”[i]  The military is notorious for assigning mandatory training in a number of different areas.  For example, summer safety, human trafficking, and cyber security awareness classes are annual requirements.  Many of these classes are online and can be clicked through quite easily with limited knowledge retention.  Some do not require more than an acknowledgement that the information was viewed.  I would argue that a unit can have one hundred percent of its summer safety training completed without some members of the team improving their safety skills in preventing sunburn this year.  A unit’s achievement metrics may look good, but it’s hard to tell if they are any safer than before the training.  

The Army goes on to define a measure of effectiveness as a way “to assess changes in system behavior, capability, or operational environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect.”  In laymen’s terms, it is a way to see if positive change is occurring.  Taking the previous example, measuring how many people were sunburned after training and comparing it to last year’s statistics could give you an indication of if the task accomplishment leads to benefits for your team.  In a more serious example, conducting meaningful sexual harassment training and seeing a rise in profound conversations outside the training environment will provide an indicator of generating positive effects.

Leaders must be careful not to confuse doing the right things with doing things right.  It is easy to stay busy at work.  However, every action must have a purposeful intent to improve the organization.  The intent may be as simple as building one more widget to sell, hence generating money.  This action has a positive effect.  Often times though, organizations perform tasks that have no positive outcome.  We can all remember a meeting we sat through that was entirely pointless.  The lack of planning, information flow, and purpose led the attendees to walk out of the room wondering aloud how they would get their hour back.  Your employees could have used that sixty-minute block brainstorm new ideas, encourage team members, or connect with a nascent business partner.

Leaders need to purposefully use theirs and their team’s time to generate positive effects.  If a meeting isn’t helping the organization, kill it.  When a client arrives that has no intention of purchasing goods, don’t meet him.  That thirty minutes at the gym where you say you went to the gym but really just walked around and looked at other people workout; yeah, stop doing that.  There are so many tasks we do on a daily basis just for the sake of completing a task.  Make sure that for every act you perform, there is goodness and positive effects that help advance your organization.  

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[i] Army Doctrine Reference Publication 1-02, Terms and Military Symbols, February, 2015, pg 1-37.

by Stephen T. Messenger

January 1, 2021

What would you get your boss if she asked you for a cup of coffee first thing in the morning?  One of my mentors asked me this very same question ten years ago.  I pictured myself walking to the break room to fill up a Styrofoam cup two-thirds full of whatever coffee another employee left in the pot; maybe throwing in some cream and sugar for taste.  As I was thinking about having some coffee myself, my mentor snapped me back to reality letting me know we were talking about leadership, not coffee, and that I failed his mental exercise.  You need to get the boss what she doesn’t know she wants. 

In my mind, a fairly warm beverage served with some sugar answered the mail.  My mentor envisioned something much different.  He went on to explain to me what the boss was really looking for—even if she didn’t know it at the time.  She was asking for a steaming hot cup of coffee, served in her favorite mug with a small plate underneath and stirring spoon to the side.  She wanted the cream in a carafe served at room temperature with three sugar cubes in a glass bowl accompanied by a small serving spoon.  The accoutrements should not go in the coffee since it’s hard to predict exactly how someone likes their beverage.  I was to serve this mug on a silver platter with a cloth napkin neatly folded on the side.  On a second plate, there should be a bakery treat with a knife, fork, and second napkin.  Next to the treat is a small bowl of diced fruit.  A thermos on the tray contains a refill of coffee, and finally my mentor warned me not to forget a blank thank you note that the boss could fill out and write to whoever helped me with the mid-morning masterpiece.

Often, your boss doesn’t know exactly what she wants.  Leaders provide purpose, direction, and motivation to move the organization forward.  This entails a myriad of tasks to include vision, design, guidance, and counseling.  They are managing hundreds of tasks and seldom have time to either know the specifics or describe the details of what they visualize in their heads.  It is up to you to take their vague task and turn it into success far beyond what they envision.  Or at the very least, provide a menu of options for the boss to continue fleshing out ideas.

There are four types of employees who receive tasks:[i]

1. Deadwood: This person will receive the task and perform to a substandard level that does not meet your expectations.  The coffee will arrive black, lukewarm, and in someone’s else’s used mug.  This is typically about ten percent of your workforce.

2. Solid Citizens. This employee will do exactly what you asked.  You will have a hot cup of coffee with a normal amount of cream and sugar.  They will meet the minimum level of expectations, but never exceed them.  Forty percent of your employees are solid citizens.

3. Learners.  Learners are independent thinkers in your organization and will exceed your expectations.  They will ask probing questions such as, “How do you like your coffee?” and have a cup prepared like that ready for you tomorrow.  They consist of forty percent of your workforce.

4. Stars.  This employee is anticipating your move without asking.  They think about all possible contingencies to complete the task and go above and beyond the requirements.  The boss didn’t have to ask for coffee, the star just brought it.  The boss lets this person run and receives much more than anticipated.  A star’s work has positive follow-on effects for the organization.  Stars are the top ten percent of your team.

Now obviously, no employee is going to orchestrate a feast when asked for a physical cup of coffee.  However, when asked for a metaphorical one, the best employees prepare a banquet.  They have the ability to anticipate their boss’ needs and go above and beyond the call of duty.  They are in the boss’ head, thinking about what she needs to be successful to both her organization and her supervisor.  Stars prepare a buffet with different and creative options the boss can ask questions about and choose from.  Stars have the ability to put themselves in the supervisor’s shoes and solve their problems before they even know there is a problem.  The best employees arrive with more than just a simple beverage and ease the burden of leadership for their supervisor. 

After all, no one ever asks for a cup of coffee AND a napkin anticipating a spill.  They just ask for coffee.  Moreover, no one will ever ask for a blank thank you note after such a simple task, yet a handwritten appreciation from your boss’ boss has the ability to change someone’s future work ethic.  Get the boss what she needs, not what she asks for.

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[i] General (Retired) Darren W. McDew (United States Air Force), “Perspectives on Leadership,” Scott Air Force Base, IL, March 18, 2014.