1. Planned Change: BE ? KNOW DO People Development (Who you ARE)
INSPIRE
INSPIRE
Education
(What you KNOW)
Training
(What you DO)
What our nation is asking us to do is FUNDAMENTALLY CHANGE PEOPLE.
[first two clicks--”planned change” and “people”]
How can we break that down?
A little over twenty years ago, when I started out here as a cadet, one of my heroes, --my first Tactical Officer, Major Mac Harris -- used to call us all into the dayroom and talk to us about leadership, what it meant to BE an Army Officer. Little did I know then, but Mac would go on to write the Army’s first manual on leadership, FM , and the simple framework he used with us over in the “lost fifties” would become the basis for educating an entire generation of Army Leaders. It made sense to me then, and it still makes sensetoday.
“Mac” would tell us what we had to BE, KNOW, and DO [next three clicks -- “BE, KNOW, & DO”] to live up to the oath of our commission. This simple picture suggests how we might think about those three verbs in our mission statement: EDUCATE, TRAIN, and INSPIRE:
1. First, knowledge and skills ARE important,--they form a large part of the distinctive competence that is so central to our profession.
2. Second, what we KNOW and what we can DO are a large part of who we ARE. For example, “Colonel Snider is a Professor in the Social Sciences Department; he knows a lot about civil-military relations, and he also hits a long ball off the tee on the golf course.” However, Colonel Snider is much more than this. . .Who he IS is much more than what he KNOWs and what he can DO. (look at all that space outside of KNOW and DO!)
People

2. Control Command ASSUMES WAR IS: ASSUMES WAR IS: SEEKS: ACCEPTS:
(management)
(leadership)
ASSUMES WAR IS:
Deterministic
Predictable
ASSUMES WAR IS:
Probabilistic
Unpredictable
(business)
(business)
SEEKS:
Order
Certainty
ACCEPTS:
Disorder
Uncertainty
MCDP 6, Command & Control, HQ, USMC

3. Control Command TENDS TO LEAD TO: TENDS TO LEAD TO: (management)
(leadership)
TENDS TO LEAD TO:
Centralization
Coercion
Formality
Tight rein
Imposed discipline
Obedience
Compliance
Optimal decisions
Ability at top
TENDS TO LEAD TO:
Decentralization
Spontaneity
Informality
Loose rein
Self-discipline
Initiative
Cooperation
Acceptable decisions
Ability throughout
MCDP 6, Command & Control, HQ, USMC

4. Control Command LEADERSHIP STYLE: LEADERSHIP STYLE: APPROPRIATE TO:
(management)
(leadership)
COMMUNICATIONS:
Explicit
Vertical
Linear
COMMUNICATIONS:
Implicit
Vertical & horizontal
Interactive
LEADERSHIP STYLE:
Directing
Transactional
LEADERSHIP STYLE:
Delegating
Transformational
APPROPRIATE TO:
Science of War
Technical/Procedural Tasks
APPROPRIATE TO:
Art of War
Conduct of Operations
(business)
(business)
MCDP 6, Command & Control, HQ, USMC

5. Avoid the Seduction of Command & Control; Instead, set the conditions for success!
Accept Uncertainty
Communicate Clear End State
Set Left and Right Limits
Distribute Intelligence
Build Competency thru Solid TRAINING
Build TRUST thru Shared Values
Block Down Field
Get Out of the Way!

6. Management v. Leadership
Planning & Budgeting –
Establishing detailed steps and time-
tables for achieving needed results, &
allocating necessary resources.
Establishing Direction –
Developing a vision of the future,
often the distant future, and strategies
for producing change to attain vision.
Create
an Agenda
Organizing & Staffing –
Establish structure to accomplish
plan, staff that structure, provide
policies, procedures, & systems.
Aligning People –
Communicating direction by words
and deeds to all whose cooperation
may be needed to achieve vision.
Develop a
Human
network
Controlling & Problem Solving –
Monitoring results vs. plan, identify-
ing deviations, and then planning and
Organizing to solve these problems.
Motivating & Inspiring –
Energizing people to overcome major
political, bureaucratic, & resource
barriers to change.
Execute
Produces a degree of predictability &
order, and has the potential of
consistently producing key results
expected by various stakeholders.
Produces change, often to a dramatic
degree or creates fundamentally new
products or systems.
Outcomes
(Kotter, 1995)

7. Management v. Leadership Development
Management Development
primarily concerned with learning proven solutions to known problems
typically results in a traditional TRAINING orientation towards learning
Leadership Development
designed to build “the capacity for groups of people to learn their way out of problems that could not have been predicted (Dixon, 1993)
or that arise from the disintegration of traditional organizational structures and the associated loss of sensemaking (Weick, 1993)”
where the term “capacity” refers to cognitive and behavioral complexity, which, once expanded provides for “better individual and collective adaptability across a wide range of situations.”
BOTTOM LINE: Leadership development is oriented towards “building capacity in anticipation of unforeseen challenges.”
(Day, 2001: 582)

8. Two fundamentally different ways to think about change:
1. Linear/Rational:
2. Nonlinear/Dynamic:
“incremental”
Old
State
New
Transition State
“transitional”
Chaos ?

9. Leadership Management ++ + Leadership Management ++ + Leadership
Your Organization
You
Leadership
Management ++ +
Leadership
Management ++ +
Now?
Leadership
Management ++ +
Leadership
Management ++ +
Needs
to be?