What would your people do if they were suddenly cut off from all ability to contact you? … or their other leadership and sources of information, perspective, and resources?
Empower them to flex to the situation by understanding “Commander’s Intent”
Students of military strategy often use the term, “the fog of war” to describe a situation where leaders and troops lose contact with their chain of command and must deal with the ensuing confusion. In order to enable their people to continue to press forward and take initiative without immediate guidance, the military has developed a concept what they call “commander’s intent”. Through training and reinforcement, they give soldiers a clear vision of the intended outcome which enables them to take the initiative and tap their natural creativity to drive toward that vision.
What’s the benefit?
Military leaders have long understood that combat is a messy thing! Lines of communication are broken. Anticipated resources don’t show up. Key people become unavailable. Unexpected constraints pop-up and become problems to solve. Their enemies (and our competitors!) are planning, too. They may throw something at us that we didn’t expect.
The notion of commander’s intent enables our teams to take independent and continuous action. They can move at the speed of the situation, They do not need to continuously check back with senior leadership to gain approval to take the next action.
The solution space
Great leaders create a “solution space” by the rules and constraints they impose on their team. That solution space is bounded by what the team can’t do. In business, the most common boundaries might be created by legal considerations, marketing strategy, ethics, or company policy. An example might be a policy that requires CEO approval to authorize an engagement that will lose money for the firm. Once the leader establishes the relevant and compelling constraints, what is left are the millions of other combinations of available actions, the “solution space”. All those options are available to the team member if they understand the space and feel empowered to operate in in all of it.
If they understand the ultimate desired end state, and if they know clearly the boundaries of their solution space, and if (this is big!) we have given them the flexibility and encouragement to operate freely in that space, then they can use their own initiative and creativity to realize the outcomes envisioned in the commander’s intent.
Five Ways to establish your Commander’s Intent:
- “Paint the picture” of the end state in very clear, high contrast, colorful terms. Use relevant personal examples and stories liberally. Your team should be able to repeat it back to you instantly and accurately.
- Invest the time and effort to be sure that everyone understands in the most concrete terms your organization’s strategic goals. That understanding becomes the anchor for everything you ask them to do. Use every means available to be sure your team understands the vision in the context of their individual roles. Great venues to do this are “coffee talks”, articles in your employee newsletters or blogs, and specific reference to the strategy in the resolution of real-time business issues. (Obviously, there are many others… Talk about your visions and specific goals incessantly!
- When delegating, take the time it requires for your people to understand the desired outcome. How does that outcome fit into a broader strategy you have already clarified for them? With good questions, test their level of understanding and how they might apply that understanding in a real-time way.
- Carefully challenge any constraints or boundaries on your team’s actions. Limit constraints to the minimum necessary. Be thoughtful about the constraining effects of any constraints you apply.
- If you are a manager of managers, take advantage of your “bully pulpit” to model to your middle managers the encouragement of new frames of reference, and challenging unnecessary constraints. Enlist candid feedback from your entire team about how well you are doing.