Posted on Jul 31, 2016
How important is it for a leader to be a forward thinker, to anticipate change, and to execute when the time is right?
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RP Members your feedback, comments, and insight are welcome!
Change in today’s business environment as well as the environment that we serve in as part of the military (wartime or peacetime) ever constantly changing. Nothing will remain the same over time. Change is constant! As a Leader are you thinking forward to undertake projects or initiatives to improve performance, seize opportunities or address key issues, that often require changes; changes to processes, job roles, organizational structures and types and uses of technology?
It is actually the employees or service members within in your organization who have to ultimately change how they do their jobs and how they think. If these individuals are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail. If individuals embrace and adopt changes required by the initiative, it will deliver the expected results.
Leaders understand that the only constant in today's environment is...change! Leaders do not have the luxury of sitting back and waiting for change to wreak havoc on their organizations - a leader has to lead change.
Change in today’s business environment as well as the environment that we serve in as part of the military (wartime or peacetime) ever constantly changing. Nothing will remain the same over time. Change is constant! As a Leader are you thinking forward to undertake projects or initiatives to improve performance, seize opportunities or address key issues, that often require changes; changes to processes, job roles, organizational structures and types and uses of technology?
It is actually the employees or service members within in your organization who have to ultimately change how they do their jobs and how they think. If these individuals are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail. If individuals embrace and adopt changes required by the initiative, it will deliver the expected results.
Leaders understand that the only constant in today's environment is...change! Leaders do not have the luxury of sitting back and waiting for change to wreak havoc on their organizations - a leader has to lead change.
Leadership
Leadership Development
Planning
What Would You Do
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Edited 8 y ago
Posted >1 y ago
Responses: 24
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Imperative.
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COL Mikel J. Burroughs - Actually I was on my phone and just don't like typing with my finger...
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COL Mikel J. Burroughs - What I wanted to elaborate with is that the Army Medical Dept just expanded it's "executive leadership" positions at every Medical Treatment Facility and every supervising region above them (Major Subordinate Commands if you like doctrinal language). There are many reasons, but most importantly: this change allows/mandates for leaders on the top to look "up and out" across the instillation, region or DA and creates enough deputy positions to focus "down and in" on making their sections the best they can be. For this to work at it's full potential I think you have to anticipate the need for change, ID what needs to change and have the luck/skill to do it at the just right time. That's a tough order and one that the Surgeon General will be judged on as her legacy. Go big or go home.
COL Mikel J. Burroughs
MAJ Charles Blake Sounds like a huge initiative and one worth being in charge for - I wish here the very best in this endeavor. If she has Commanders below her that have the "right stuff" when it comes to "Change Management" then she and the entire Medical Command will be successful!
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COL Mikel J. Burroughs - you know, some people just don't like change - even in the military!
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COL Mikel J. Burroughs ,
The exquisite ability to adapt and be flexible to change is a must in many modern industries. Primary reason being is because most are moving at a pace similar to a fast moving train, in which members of the organization must stay abreast of changes with regards to policy, vision, operational employment, and mission objectives. One great attribute that military members adopt, although not by choice is the ability to be successful on the fly with little time for adjustment. The civilian sector moves in this same manner, however the military skill set warrants a greater support for circumstances as such that serves as a key advantageous attribute for both sectors. Thanks for the share.
The exquisite ability to adapt and be flexible to change is a must in many modern industries. Primary reason being is because most are moving at a pace similar to a fast moving train, in which members of the organization must stay abreast of changes with regards to policy, vision, operational employment, and mission objectives. One great attribute that military members adopt, although not by choice is the ability to be successful on the fly with little time for adjustment. The civilian sector moves in this same manner, however the military skill set warrants a greater support for circumstances as such that serves as a key advantageous attribute for both sectors. Thanks for the share.
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COL Mikel J. Burroughs
SSG Derrick L. Lewis MBA, C-HRM Well stated! Thanks for your response, contribution, and insight!
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It is incredibly important for a leader to execute when the time is right using as much information that is available at that point in time COL Mikel J. Burroughs.
Planning is very useful. Good leaders follow to 1/3 to 2/3 rule in planning. Allow yourself and your primary staff 1/3 of the planning time and give the other 2/3's of the time to subordinate units or elements.
LTC Stephen C. Capt Seid Waddell CW5 Charlie Poulton CW5 (Join to see) SGM David W. Carr LOM, DMSM MP SGT SFC William Farrell SFC Joe S. Davis Jr., MSM, DSL SSG James J. Palmer IV aka "JP4" SSgt (Join to see) SSgt Robert Marx TSgt Joe C. SGT (Join to see) SGT Robert Hawks SGT Robert George SGT John " Mac " McConnell SGT Forrest Stewart SP5 Mark Kuzinski SrA Christopher Wright SPC (Join to see)
Planning is very useful. Good leaders follow to 1/3 to 2/3 rule in planning. Allow yourself and your primary staff 1/3 of the planning time and give the other 2/3's of the time to subordinate units or elements.
LTC Stephen C. Capt Seid Waddell CW5 Charlie Poulton CW5 (Join to see) SGM David W. Carr LOM, DMSM MP SGT SFC William Farrell SFC Joe S. Davis Jr., MSM, DSL SSG James J. Palmer IV aka "JP4" SSgt (Join to see) SSgt Robert Marx TSgt Joe C. SGT (Join to see) SGT Robert Hawks SGT Robert George SGT John " Mac " McConnell SGT Forrest Stewart SP5 Mark Kuzinski SrA Christopher Wright SPC (Join to see)
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COL Mikel J. Burroughs
LTC Stephen F. Excellent advice Stephen! Used that philosophy often in my Commands!
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