Leading Teams in Complex Environments JSC National Management Association Luncheon October 21, 2009 C.A. Hatfield

What is a complex environment? Uncertain/changing direction – Augustine commission Technical complexity – Large projects are so complex today that no single person has a complete grasp Changing environment – Less and less direct control (lead by influence instead of directing) – More diverse culture (e.g., 10 healthy centers) – Globalization (Partners, Virtual Teams) – Rise of the internet age October 21, 2009JSC NMA 2

Complexity is Increasing October 21, 2009JSC NMA 3 Decreasing Control Leadership Difficulty Direct I n Direct Culture Info Age

Leadership isn’t just about management Always a challenge, more so today – Uncertainty in direction – Increased complexity in how we operate All of us can be leaders – from the individual contributor to the administrator “Leadership is a choice, not a position” Stephan Covey October 21, 2009JSC NMA 4

There is no single definition of leadership Some classic definitions Leadership occurs when one person induces others to work toward some predetermined objectives. Massie Leadership is the art to of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives. U. S. Air Force October 21, 2009JSC NMA 5

Dilbert’s View October 21, 2009JSC NMA 6

Perhaps the best definition (paraphrased) “I shall not today attempt further to define LEADERSHIP the kinds of material I understand to be embraced within that shorthand description [hard-core pornography]; and perhaps I could never succeed in intelligibly doing so. But I know it when I see it……” Supreme Court Justice Potter Stewart: Jacobellis v. Ohio, 378 U.S. 184 (1964) October 21, 2009JSC NMA 7

Hatfield’s Definition “Motivating and encouraging people to achieve a worthwhile objective” People are the key – Their effort, knowledge, and skill contributions are what accomplishes objectives “If your actions inspire others to dream more, learn more, do more and become more, you are a leader” – John Quincy Adams (US President ) October 21, 2009JSC NMA 8

The 3 Key Attributes Provide a Vision Respect People Competency and Integrity October 21, 2009JSC NMA 9

Provide a Vision Understand the environment you’re operating in – Know the rules, so you know how to use them Define a vision – Clear, simple – Pass the “common sense test” Communicate! – “Commander’s intent” – Weekly notes, /blog October 21, 2009JSC NMA 10

Respect People Find the best people – Empower them – Make sure they’re looked after Treat people fairly – Respect their differences – Make sure they have balance in their life Keep the mood light and fun October 21, 2009JSC NMA 11

Competency and Integrity Set the example Expect excellence Make realistic commitments and honor them Be knowledgeable and keep learning Allow time for creative thinking October 21, 2009JSC NMA 12

Pitfalls to avoid Leaving no time for reflection and thinking Multitasking – Blackberries would make Pavlov proud! – Laptops in meetings Hubris – Thinking you have all the answers October 21, 2009JSC NMA 13

Closing Thought "It is not the critic who counts; not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions; who spends himself in a worthy cause; who, at the best, knows in the end the triumph of high achievement, and who, at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those timid souls who know neither victory or defeat." Theodore Roosevelt, American President October 21, 2009JSC NMA 14