I think this also applies to parents who don't allow their children to make decisions or make virtually all their decisions for them. Additionally, I think that parents who don't validate their children's ideas by turning them down without an explanation also affects them. The result may look like timidity to make executive decisions as an adult, a fear of initiative and critical thinking, irresponsibility, and self-esteem issues later on in life.
This one put a lot of my leadership relationships into perspective. I'd semifrequently get chewed out by bosses for making an independent decision that inconvenienced them. Been told my more than one employer "I'm tired of you 'thinking'" when I would explain the "why" of what I did. I now understand that those employers were wrong and not worthy of my compliance.
Wrong you were not trainable . Starting a company is hard. Especially if that work is tangible and technical. If you could start a company you would. But it's hard . Depending on your field, usually the top .1% can compete . And its layered . Physical, logistical, political. You dont have a team of peers . You hire subs .
@@mikepict9011 False. If I were not trainable I wouldn't have been able to do my last job for the 8 months I stuck it out for, despite it being the absolute worst with respect to management. I was an armored truck officer.
The actualization of this theory is one of the factors that makes US armed forces so effective. Obviously it doesn't happen always with every leader but good leaders have been able to make it work and great results have followed. "Never tell people how to do things, tell them what to do and their ingenuity will surprise you." - George S Patton
Leadership comes from having an external objective . Survival comes from internal objectives . If you're a leader, you're not scared, and you have an objective . If you're a disciple, you have fear and need an objective . They do this test with music . The first one to damce is the leader . Because science . Tough guy
Time to fire my Managing Director. He’s not just a non-leader, he’s insecure and playing CYA. This is a reflection of his bosses, not the team. As Jocko says “No bad teams, just bad leaders!”
I dont have enough information but on the surface this feels like a questionable approach. You don’t have to like or agree with your boss to support them in their efforts. Instead, look at it as, is he insecure because he’s not fully aware of what you are capable of? How do you show him, that your abilities are essential to his success and reduce any insecurities he may have in you or your team. Perhaps you have covered this already with your boss. Either way, this approach often leads to venting to your team or those you work with. There are certain behavioral boundaries for leaders and aspiring leaders that should be upheld. One of them is, be the translator for your team. What I mean by that is, be the conduit that absorbs all the heat bossman is spitting and turn that into clean energy your team can digest when the switch gets flipped on.
@@Brandon_Rivera thanks for your perspective. Other employees describe him as vindictive and play the game. I on the other hand have nothing to lose. I’ve already won and he’s running scared. Game over!
5:48 "None helpful help". Hahah i totally agree. When i get, or someone else chewed out my reaponse is always "well it made sense in my/ their head at the time". Obviously people dont know what they dont know. But obvious isnt so obvious.
Interesting stuff. I wanted to be an army officer (I'm european) but life took me elsewhere. The elsewhere was a leadership position at a logistics company with four people including me. Two of them were what we call "voluntary army hires" for 7 years (maximum time you can be hired for) at a foot soldier level. These two guys where Impossible to lead. Always trying to show that no one gave them directions. Always resisting. Even called me weak, which I responded "I train my teams in order to delegate certain decisions. If I teach you SOP for a certain situation, I don't have to bark orders at you." They kept challenging me and I asked administration to not renew their contracts with the company. I was ignored by the company. The ambience in the company got really bad that I just left. The third element quit as well just after me. Great guy, hardworking and with a brain.
People really appreciated my leadership. If you want a team to function, you as a leader have to accept that your teammates might have better plans than you have. Everybody's ideas and opinion matters. It's putting the ego aside like that what really makes your teammates appreciate you. Another team, I had to kick the bucket. I was asked by a foreman to go against peer pressure of the whole industrial section of the company, to make sure my team was running on time and not taking hours of breaks and play hide and seek. I looked at him, with a smile, and said "Ha, finally! Sure thing!" I had to be firm at first but as soon as I saw my team were making great progress, we reorganized, and I noticed them enjoying the work better than playing hide and seek all day long, I eased up and it became a better time. Especially after the managing board of the company was cutting salaries of the whole industrial section, except for our team. Because we were running on time against peer pressure. I saved their hides by letting them work on time. Leadership is complex and difficult at times. It's not about commanding and raising your voice. It's about the argumentation to do your job in the best and safest way possible.
@TrevorLV702 i didn't run away . And i didn't hide away either . What did you do . And why ? I did it for vengeance and love . But mostly vengeance. Tbh . I went from homeless to homeowner twice . And went around the world twice . All on my own dime
Experience is the key though no training can replace that. So you gotta make sure not to lie to your team either they can get too confident if you know what I mean. There is a time and place for everything as a leader that's our job to know when to apply that. Balance is very important gotta keep everyone including yourself on a balance beam it could be easy you just have to focus and relax and always be paying attention one wiggle fucks up everyone though haha I love it... But everyone literally feels each other on a balance beam listening with feeling not emotions but feelings without bias etc.. criticism.. and not get butt hurt as a unit that's greatness right there.
For those from Singapore, guys will know how this is slowly being turned around slowly but surely... within the military now on the main gripe of where im seeing signs of such " leaders" - working in Tech, Sales and some even directors are exactly what you've describe... control freaks and micro managers, want all the glory but never the work If a leader wants to control, then make sure they have all the information. but alas not everyone knows everything and anything... too. many are too comfortable to control the outcome, but not allowing a good process to take over and an end goal state. Making a wrong call after much deliberation, is still better than [ Paralysis by over-analysis ] , too many such freaks. Again taking ownership, at least , i would suggest younger ones, to try to talk it out, and if it doesnt, just cover your end first, but allow users or customers to make their own decisions after giving them the pros and cons
I have a question regarding the first thing you said. What if you have to bark an order because the person you have to bark to is angry, pissed and from day 1 does not consider you there boss. Because they were your boss and you passed them. How do you remedy that? This happened in the past so just in case it comes up in the future i'd know how to better handle it.
Invite them in and express your appreciation for their experience and insights. For instance, you could say, “I understand you have extensive experience in this area. What are your thoughts on resolving this issue or achieving this objective?” Acknowledge their feedback. Celebrate if you discover that they subtly criticized you and mentioned that “so-and-so is supposed to be in charge but they sought my feedback on how to proceed.” Why celebrate what usually offends? You celebrate because it’s still your plan. By inviting them in, you’ve gained access to their valuable resource: knowledge and experience. By asking them to demonstrate their approach, if it’s effective, you still reach your target goal. You can interject and make adjustments as needed, but always acknowledge their contribution. Remember, the goal is to connect people and possibilities. Sometimes, as a leader, you have to be the gentle pan that shakes away the dirt to reveal the shiny end result: success.
I've got a situation that I am not sure what to do about and would like more input. I have worked at a manufacturing job for about a decade now and since I have started our output today has been about 1/8th of what it was since I started. I have gone through about 3 supervisors since then. I explain to each of them this concern and with each one of them I keep getting in this situation where I tell them hey we can't achieve the output that you desire because of all of these changes. I have worked 70-80 work weeks to accomplish their weekly goals. It's literally not possible in the 40 hours they require us to work. I'm to the point now where i've just flat out denied working over time because I don't want to continuously work 70 hour work weeks just to prove what we are doing now works. What do I do? Suck it up buttercup and keep working or just let these supervisors keep failing? There is no end goal and every meeting we have, they just pile on more and more. It's got to the point that nobody in the office is working overtime anymore in this past few years and they don't seem to grasp why. The higher ups think it is a diversity/culture issue within the office.
From what I learned from the course on Dealing with Micromanagement, it's about leading up the chain of command and building that relationship of trust. Being reliable, putting out good ideas, etc., to where over time management feels more confident in giving up more of the control.
@danielmiller2886 Yes, it's called How To Navigate Micromanagement, in the Extreme ownership academy on the Echelon Front site. The course is currently $99, but they usually put some courses on sale for black Friday, so you might want to hold off until then if you want a chance of it possibly being discounted.
Oi Jocko.. and Dave thee USS Aircon Burke, who thinks so cool? Up there in thee sky, in his toy plane, which his wee shades on... Right?! My question for you's.. within the 13 years, leading up to 29 yeas ago on thee 18th of MoVember... in Rescue? There was only just two kinds of Winners! Those who only care about Winning for just themselves? Or those who Win! as a Team? Can you's! Guess which one I am?
This seems somewhat militarised (not really a surprise but it is flaw). I'd be surprised if a leader had a reason to bark orders it's likely to come off as aggressive and usually the time taken to say please isn't that valuable (I can easily see how that one second could be valuable(. It can happen but in my world things are usually a lot more slow paced that that. Fpr the most part this strikes me as solid.
