You need Command and Control
During times of crisis, you need leadership that operates with a Command and Control style of leadership. Mighty leaders who are clear on direction and know the steps to get there. Unwavering in their pursuit of the goals. Leaders you follow.
While this is true, we don't have to accept the trade-offs that a traditional command and control style leaves. We don't have to endure compliance, feeling stifled, not heard or not valued. We can lead with Command and Control, its the right thing to do in a crisis and beyond. Let me explain how you can do this without pissing people off.
Survival Mode
Since we went into lockdown, I've been regularly speaking with my clients and leaders across the manufacturing/construction and engineering sectors. As you can imagine, most are in survival mode, a natural reaction, as business leaders, they feel responsible for making the business survive. During this crisis of COVID-19, we have seen a real example of a VUCA world; most don't know what questions to ask let alone have the answers. However, their desire to show leadership in this crisis is shining through. What most are reverting to is Command and Control, I could argue it is the right thing to do, I could also dispute that it would unpick all the great work that leader has done over the years.
This tendency to take all control is natural for a leader. However, I think despite the leaders intent of taking control as a selfless act, it is a selfish one. What people hate about a crisis is the lack of control they feel they have, hence the tendency of business leaders jumping to the action of Command and Control, as it gives them the control that they seek. They may play a narrative that its what the business needs, what their people needs, and that may be true, however to a degree it is about them.
Acting for ourselves is a natural thing to do. However, we have to be mindful that Command and Control takes away control from the brilliant minds in the business. Which switches off their thinking, levels performance to mediocre levels and closes down discretionary effort.
We have a business to save
So what? When you're in the shit, who cares, we've got a business to save. You've got things to do, and you have to do them. Understandable objections. However, the damage could be more than the benefit. There's a balance to play here, and for me, leaders who take Command and Control in a traditional sense, will end up surviving this crisis; however, their business will be broken, the spirit of the people would have died. You may win the battle, but you are not going to win the war.
Those leaders I have spoken to recognise this. They are trying to manage the need to respond quickly with the need to ensure its right. Some are banking on everyone in it together, and understanding shit needs to get done, so let's do it, we can pick up the pieces later.
In it for the long game
Others are looking at it through a different lens, the lens of the long game. What do we need to do now that secures our long term vision? How do we do this quickly but remain faithful to the type of organisation we want our people to work in.
Through some deep and meaningful conversations working through this problem, a common thread has emerged. Command and Control is the right thing to do, in this crisis, and actually beyond it.
However, there's a twist. It's more like Create Command and Give Control.
More delivered in 3 weeks than 2 years
One client, a large corporate, has completed initiatives in 3 weeks in lockdown that usually takes two years, a fantastic effort, down to Command and Control. The leaders made it clear what the command is. The command is the intent, mission, strategy. They made it clear what the priorities were and reconciled any ambiguity. They generated peoples commitment to the command and gave them the control to get it done. They removed layers of bureaucracy and hierarchy, eliminated countless sign-offs and transferred the authority closest to the teams doing the work. They chose to take command, communicate it well, but they gave control, to their experts. The results? They delivered more of their significant growth initiatives, made their people feel valued and learnt that they don't need the typical bureaucracy. They will come out of this a more agile and nimble organisation, with greater people and leaders. The stark realisation despite all the egos they didn't have the expertise to give directives and control everything, they needed to connect people, so they could collaborate and co-create something special. Sharing the commanders intent (David Marquet) and then giving control.
Extreme Ownership
Jocko Wilnik and Leif Babin describe this way of working in Extreme Ownership, a book about the Navy Seals in combat in Iraq, making it clear that you have to give a clear and concise commanders intent. Then the experts will take up the tactical aspects. Plans will change, leaders at the top can't control everything, especially in an environment as we find ourselves in now. The military is advanced in this notion of Command and Control. They have learnt to achieve missions, requires boots on the ground to have control, to adapt and respond to the evolving situation they find themselves in. They have to make effective decisions that will achieve the mission based on what they know. This notion of extreme ownership is felt if the leaders create the environment. Its command and control through leadership and not directive autocratic management.
To do this, some assumptions need to be overcome.
The top four assumptions blinding us in a crisis:
Leaders know best - You're the top man/woman. You're seen as the leading light, with years under your belt, and you know more than your team, plus you've got an MBA!
Once a plan is set, it must be executed as per the plan. If a plan is worth doing its worth doing well
Team members don't like change so to do things in new ways you have to help them through it and direct what they do - You've got to drag the horse to water and teach it how to drink.
Changing a plan looks like you made the wrong decision - never show weakness. If the plan needs to change, it will be seen as a failure. Leaders. True leaders. Never fail.
The Switch
Be curious - you don't know what's best. It's highly likely that your team who are closest to where the problems/opportunities know more than you. Embrace it. Play strategically, not in the weeds; there's others better at that.
Plans Change, deal with it - A Plan is an intention, based on what you knew at the time. Once you start executing a plan, the obstacles will become clear. Any difference in what you planned and what you've done is a learning opportunity.
Team members are more agile than you think - Create clarity and commitment to the overarching goal. Unite them around it, and they will knock down walls to get it. They will create what's needed. Trust them.
There are two types of failure, productive and unproductive ones. Productive ones are where you learn and take action from the learnings. Unproductive ones are when you fail to take the learnings or if you do, you fail to do anything with them. Plans will fail. We can't predict everything.
Four steps to Create Command and Give Control
Once leaders have switched their assumptions, they can now take some simple steps to create Command and Give Control.
Clarity - What's the issue? Where's the real work. Make it so clear what the problem is or what the opportunity is. Be clear with how you see it, the good, the bad and the ugly warts. Make the goal compelling; however, communicate it simply, that passes the mum* test. *mum test - simple language that your mum would understand.
Commitment - you won't get any action on anything unless people commit to making a change to deal with the issue/goal you just described. Have the conversation, check their level of commitment, reconcile priorities and workload. If you haven't brought out the disagreement, then you will not get agreement.
Competence - Your role as a leader is to support and develop your team. Don't throw them in the deep end and expect them to swim. Talk about any areas where they will need your support. Verify they have the abilities that you need them to have. Help them with any gaps you find.
Shared Control - so they've got the clarity of what is required, they are committed, and they have the competence to do the work. Let them do the work. Step back but be present. Let them deal with any issues they find. If they struggle, coach them. If time is against you and you have a great idea, share it with them however allow them to own the action, don't just railroad in and dictate.
Balance
Leadership is all about balancing various factors which all impact one another. In times of crisis, it's understandable that the pull of managing tasks is stronger than developing individuals or building teams. It's understandable that Command and Control in a traditional autocratic management style that can get quick results is the style we default to. However, playing at the extremes in any style will bring diminishing results. Learn to be mindful of it; a slight shift is what is needed. You don't need to make massive changes and end up in some kind of tank slapper of overcorrection. I believe Command and Control is a good tactic; you must, though, create Command and give Control.
Leadership is a choice. Choose wisely.
Written by Aaron Penwill, founder Lean Practice Ltd.
