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LEADERSHIP OF COMPLEX ORGANIZATIONS Presentation to: Norwich University Todd Lecture Series

LEADERSHIP OF COMPLEX ORGANIZATIONS Presentation to: Norwich University Todd Lecture Series June 11, 2013 BARRY R. McCAFFREY GENERAL, USA (RETIRED). 211 N. Union Street, Suite 100 Alexandria, VA 22314 brm@mccaffreyassociates.com 703-519-1250. 1 of 13.

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LEADERSHIP OF COMPLEX ORGANIZATIONS Presentation to: Norwich University Todd Lecture Series

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  1. LEADERSHIP OF COMPLEX ORGANIZATIONS Presentation to: Norwich University Todd Lecture Series June 11, 2013 BARRY R. McCAFFREY GENERAL, USA (RETIRED) 211 N. Union Street, Suite 100 Alexandria, VA 22314 brm@mccaffreyassociates.com 703-519-1250 1 of 13

  2. BIOGRAPHY OF GENERAL BARRY R. McCAFFREY, USA (Ret.) 2 of 13

  3. LEADING DURING CRISIS • AUTHORITY POWER. (Hire-Fire-Promote-Compensate) • EXPERT POWER. (Judgment and Experience Produce Success) • REFERENT POWER. (Does your team see you as a positive example) 3 of 13

  4. THREE DIMENSIONS OF LEADERSHIP • LEAD YOUR SUBORDINATES. • CONNECT THE TEAM HORIZONTALLY. • REINFORCE YOUR SENIOR LEADERSHIP. 4 of 13

  5. FACTORS OF EFFECTIVE LEADERSHIP • WHEN IN CHARGE…TAKE CHARGE. • DEVELOP A PLAN. • MANAGE DOWN ONE LEVEL…SEE DOWN TWO. • DON’T EVER BE SATISFIED. • GO FIRST. 5 of 13

  6. LEADERSHIP ASSUMPTIONS ABOUT PEOPLE • THEORY X? (Pain Avoidance – goal disconnect between mission and individual) • THEORY Y? (Success drives individual – pride links individual to mission) 6 of 13

  7. ALL CHANGE BOTH GOOD AND BAD –IS RESISTED WITH EQUAL INTENSITY • COGNITIVE DISSONANCE – AUDIENCE FILTERS OUT THE LEADER’S MESSAGE. (Use the right language – common values and link to the past) • PREVENT AUDIENCE CHANGE OF PERCEPTION OF THE LEADER. (Sell the messenger and then the message) • SELL THE REWARDS OF ACCEPTING CHANGE. (We are solving your problems not mine) 7 of 13

  8. LEADERS ORGANIZE – DON’T THEORIZE • FORGET THE MBA MODEL…NOT NUMBERS BUT OUTCOMES. • FOCUS ON THE CUSTOMERS. • BACKWARD PLAN THE BUSINESS CONCEPT (PEOPLE, RESOURCES, PLAN, TIME) HOW DID WE GET TO THE OUTCOME? • DON’T DO PERFECT WORK – ISSUE SIMPLE MISSION AND WARNING ORDERS TO YOUR SUBORDINATES IMMEDIATELY. • DE-CENTRALIZE – GIVE RESOURCES, AUTHORITY, AND ACCOUNTABILITY TO YOUR SUBORDINATE TEAM LEADERS. • WHO IS IN CHARGE? 8 of 13

  9. TAKE CARE OF YOURSELF! • BE IN GOOD PHYSICAL SHAPE. • (overweight, alcohol, tobacco, exercise) • GET 31/2 HOURS OF SLEEP, EAT TWO MEALS, READ. • REMEMBER YOUR HONOR. (What would your Mom say?) • AT RETIREMENT – HOW WILL YOU BE VIEWED BY YOUR FAMILY AND THERISINGLEADERSHIP? 9 of 13

  10. PUTTING A VALUE ON AMERICA Thousands Trillions **All data retrieved from the CIA World Fact Book - 2012 10 of 13

  11. THE AMERICAN PEOPLE: A CRISIS OF CONFIDENCE IN INSTITUTIONS 75% US Military 56% Police 44% Religion 41% Medical System 37% Supreme Court 37% President Public Schools 29% 25% Newspapers 21% Television news 21% Banks 13% Congress 40% 60% 80% 0% 20% Source: The Gallup Organization, Poll dated June 7-10, 2012 11 of 13

  12. TEN LEADERSHIP LESSONS • The difference between being selected as Chairman/CEO or Vice-President. • The only consistent trait of very successful leaders. • The relative power of reward and punishment. • Invest in technical expertise and leadership development – the same as financial controls, marketing, capital investment. • Decentralize authority, resources, time, and accountability to subordinate commanders. • Units do what the commander checks. • Listen to your boss – you may be about to learn something. • Be careful about competition among subordinate elements using comparative metrics. • The leader must not share his worst fears with the troops. • Lessons from Colin Powell – Honor the first line workers. 12 of 13

  13. Changing a leadership culture cannot be dictated from above. Don’t ask people for more than they can do. Develop sensible financial controls or someone will steal the money 100% of the time. Teach integrity…set the example…always have compassion. Only try one major new initiative at a time. You cannot borrow a leadership style that does not fit you. Dealing with the international community – follow the rules your mother taught you. Being out front can be risky. Be candid in addressing a personal leadership confrontation but do not lay all your cards on the table – especially in writing. If you are a drunk - we’ll never put you in charge. How to easily run large, complex organizations. Realistic training and rehearsal of procedures will absolutely predict crisis behavior. How to successfully execute complex plans. You cannot lead if the troops have not granted you their trust. When you screw up – aggressively accept personal responsibility. Embrace diversity. Communications – use the right words. Stay scared -- and get in the first punch. Only be transparent with a lawyer you are paying. Do not forget obedience. LEADERSHIP INSIGHTS – SPEAKING FROM EXPERIENCE 13 of 13

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