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g about knowing the commander s intent is that it means your plans are never rendered obsolete by the unpredictable you may lose the ability to execute the plan involving the timing of men and materiel but you never lose the responsibility of executing the commander s intent commander s intent manages to align the behavior of soldiers at all levels of the army without requiring detailed instructions from the high command if you know the intention of the order you are free to improvise to arrive at its fulfillment if people know the intent they can engineer their own solutions to accomplishing the task _____________________________________________________________________________________________________________________________________________ an organization s history of past accomplishments or failures and the acquisition of desired or poor results obviously influences the plans and strategies of the future when we are successful we build on the plans that made us successful in the achievement of certain goals and objectives but when we fail we tend to throw away those plans sometimes we even adjust our overall objective subtly or sometimes dramatically but changing our vision and our ultimate goal is the wrong thing to do if you intend to grow improve and become successful and victorious for example an army might put their efforts into creating plans that become useless once the enemy is engaged companies do the same thing when they implement initiatives and strategies that are poorly planned out or executed but one should be reluctant to throw aside entire plans because of those failures or by falling short of mission on the contrary using lessons learned one should assess the capabilities of their resources people material finances etc that contributed to those results correct the weaknesses and gaps in performance and then adjust the plan re allocating and reassigning resources to be better utilized for future actions and plans maybe the people or the team responsible for certain results were not afforded all of the tools necessary to succeed or the people were not properly appointed the right tasks to drive towards the desired results individuals weren t assigned tasks according to their talents ___________________________________________________________________________________________________________________________________________ improvise adapt and overcome the united states marine corps calls it improvise adapt and overcome the marine corps has been successful employing this concept mostly because of the creativity of its people and their success based attitude during the chaos of battle and the implementation of plans according to the commander s intent they must find what works or people die equipment is lost and the battle is lost for the marine corps the whole notion of improvise adapt and overcome becomes second nature for companies and organizations what worked last year does not work this year and what works now is a radical departure from what worked last year they must improvise adapt and overcome my point is that past results should never change your vision yes you should plan according to past lessons learned but a good leader will never hesitate as a result of or be intimidated by past failure and a good leader will never change their vision for the future as a result of those failures the future vision or goal must remain the same never changing because of the past one must have the courage to change according to those failures yet not change their mindset because of those failures the past can tell you a lot but don t let it tell you to reverse course ___________________________________________________________________________________________________________________________________________ a good leader will align the capabilities of people and resources based on the past not in spite of it they will match the people to the tasks according to skill level and proficiency manage and monitor time to efficiently and effectively achieve the planned mission adjust milestones short term goal targets and determine the feasibility of certain objectives frequently assess reconsider and change according to the circumstances they are facing improvise according to the availability and reliability material supplies equipment etc acquire and or properly allocate the tools needed to achieve short and long term results teach and at the same time learn the knowledge necessary to improve and succeed sometimes based on the conditions at the time gaining feedback recommendations and reviewing solutions etc implement the plan by breaking it down from a big job into little jobs and delegate those jobs accordingly finally throughout any situation that requires action and or change it is important for any leader to remain optimistic to be proactive and to cultivate passion __________________________________________________________________________________________________________________________________________ here are my recommendations for making plans based on past performance 1 set tasking according to capabilities 2 your vision commander s intent should never change but your plans must 3 don t let short term setbacks blur your long term vision 4 change is the only thing that remains the same throughout an organization 5 you might miss your target but as long as you ve adjusted and improved your tactics based on improvise adapt and overcome you re making progress 6 remain motivated failure is a hard thing to deal with but the taste of success victory is sweet 7 never give up you may have failed to reach your target but as long as you have learned from your mistakes and have acknowledged the lessons learned you re making progress and one step closer to victory inspired by a post on timothy f bednarz s blog leaders to leader entitled plans must be rooted in past performance ___________________________________________________________________________________________________________________________________________ ___________________________________________________________________________________________________________________________________________ sources problem solving improvise adapt overcome posted tuesday february 1 2011 http www peakprosperity com blog improvise adapt overcome 52001 accessed 23 july 2012 chris martenson s peak prosperity http peakprosperity com commander s intent posted friday august 1 2008 http washelby blogspot com 2008 08 commanders intent html accessed 23 july 2012 purpelink http washelby blogspot com goal wikipedia the free encyclopedia last modified on 21 july 2012 http en wikipedia org wiki goal accessed 23 july 2012 wikipedia the free encyclopedia http en wikipedia org commander s intent wikipedia the free encyclopedia last modified on 24 march 2012 http en wikipedia org wiki intent_ military commander e2 80 99s_intent via intent military at http en wikipedia org wiki intent_ military accessed 23 july 2012 wikipedia the free encyclopedia http en wikipedia org ___________________________________________________________________________________________________________________________________________ related articles six key benefits of performance management majorium wordpress com measure what needs to be measured majorium wordpress com five critical steps to maximize performance majorium wordpress com leading the charge leadership lessons from the battlefield to the boardroom commandperformanceleadership wordpress com decision making in the new leadership organization share this email a link to a friend opens in new window email print opens in new window print share on x opens in new window x share on facebook opens in new window facebook share on linkedin opens in new window linkedin share on reddit opens in new window reddit share on tumblr opens in new window tumblr share on pinterest opens in new window pinterest like loading 6 comments listen learn then lead posted in leadership video of the week with tags afghanistan army battlefield leadership combat command four star general general stanley mcchrystal inspiration leadership leadership development management manager military military leadership officer personal development principles profession of arms team teamwork troops u s army united states army victory warfare win wisdom on january 6 2012 by dale wilson author of command performance by stanley mcchrystal as seen on ted com the video of the week scroll down to see today s video with a remarkable record of achievement general stanley mcchrystal has been praised for creating a revolution in warfare that fused intelligence and operations a four star general he is the former commander of u s and international forces in afghanistan and the former leader of joint special operations command jsoc which oversees the military s most sensitive forces mcchrystal s leadership of jsoc is credited with the december 2003 capture of saddam hussein and the june 2006 location and killing of abu musab al zarqawi the leader of al qaeda in iraq mcchrystal a former green beret is known for his candor after mcchrystal graduated from west point he was commissioned as an infantry officer and spent much of his career commanding special operations and airborne infantry units during the persian gulf war mcchrystal served in a joint special operations task force and later commanded the 75th ranger regiment he completed year long fellowships at harvard s john f kennedy school of government in 1997 and in 2000 at the council on foreign relations in 2002 he was appointed chief of staff of military operations in afghanistan two years later mcchrystal was selected to deliver nationally televised pentagon briefings about military operations in iraq from 2003 to 2008 mcchrystal commanded jsoc and was responsible for leading the nation s deployed military counter terrorism efforts around the globe he assumed command of all international forces in afghanistan in june 2009 president obama s order for an additional 30 000 troops to afghanistan was based on mcchrystal s assessment of the war there mcchrystal retired from the military in august 2010 in the following video from ted com general mcchrystal shares what he learned about leadership over his decades in the military how can you build a sense of shared purpose among people of many ages and skill sets by listening and learning and addressing the possibility of failure some of the key points general mcchrystal emphasizes in this discussion are 1 if your people do everything you taught them to do and they do those things properly you led them well people follow leaders 2 leaders can let you fail and yet not let you be a failure 3 leaders build confidence and trust in their people and those who you are leading have to have faith and trust in the leader leaders have to build faith trust and confidence 4 in failure the leader must reach out to his force and rebuild trust and confidence rebuilt confidence in the force rebuilt confidence in the leader and rebuilt confidence in the seniors of the leader and the force 5 a leader must build consensus and a sense of shared purpose with his force 6 how does a leader stay credible and legitimate when they haven t done what the people their leading are doing leaders must become more transparent and a lot more willing to listen 7 keep your promises and live up to your obligations to your subordinates your peers and your superiors be ready to support them when they need you most 8 a leader isn t good because he is right they re good because their willing to learn and to trust if you are a leader the people you ve counted on will help you out and if you re a leader the people who count on you need you on your feet _________________________________________________________________________________________________________________________________________________________ sources ted com ideas worth spreading listen learn then lead stanley mcchrystal on ted com http blog ted com 2011 04 05 listen learn then lead stanley mcchrystal on ted com ted com ideas worth spreading stanley mcchrystal s profile on ted com stanley mcchrystal military leader http www ted com speakers stanley_mcchrystal html share this email a link to a friend opens in new window email print opens in new window print share on x opens in new window x share on facebook opens in new window facebook share on linkedin opens in new window linkedin share on reddit opens in new window reddit share on tumblr opens in new window tumblr share on pinterest opens in new window pinterest like loading 5 comments leadership principles posted in leadership principles video of the week with tags army battlefield leadership combat command inspiration leadership leadership development lieutenant general harold g moore management manager military military leadership officer personal development principles profession of arms team teamwork troops u s army u s military academy united states army victory vietnam war we were soldiers we were soldiers once and young west point win wisdom on december 30 2011 by dale wilson author of command performance leadership in battle considered one of the top battlefield commanders in world history lieutenant general harold g moore us army retired established his place in military history in 1965 when he led his vastly outnumbered troops to prevail in the first major battle of the vietnam war both on the battlefield and off he has spent his lifetime studying and encouraging strong principled leadership as a soldier and a human being the following video lays out lt gen moore s four main principles for a leader in battle although they are discussed in the context of battlefield leadership one can easily apply these leadership principles to a corporate environment by slightly adjusting the circumstances to a team or workplace scenario no matter if it is on a battlefield or in a corporate boardroom leading a team to victory is the common goal below are the four leadership principles for a leader s conduct in battle as discussed in the video 1 three strikes and you re not out there is always one more thing you can do to influence any situation in your favor there are two things a leader can do contaminate his environment and the unit with his attitude and actions or he can inspire confidence a leader must be visible on the battlefield he must be self confident with a positive attitude and exhibit confidence under any set of circumstances the determination to prevail must be felt by all no matter what the odds or how desperate the situation he must have and display the will to win by his actions his words the tone of his voice his appearance his demeanor his countenance and the look in his eyes instill the will to win there can be no second place trophies on display awarded or accepted he must remain calm and cool no fear he must ignore the noise the dust smoke explosions screams of the wounded the yells and the dead lying around him that is all normal he ...