Ductus Exemplo: Leading by Example (Part 4)


Empowering Your Employees

From performance-based leadership to diversity recruiting, lessons from the United States Marines can tell us volumes about corporate culture. This week’s lesson is about Commander’s Intent– a device designed to help subordinates understand the larger context of their actions. Though corporate America can feel like a battlefield,jn0-643 dumps we have a lot to learn from our men and women in uniform – especially when it comes to initiative and team unity.

As America’s premier expeditionary force, Marines are called into chaotic situations around the globe at a moment’s notice and have to make rapid decisions to accomplish their missions. Armed with their Commander’s intent, Marines know what needs to be done, and are able to adjust their strategy and tactics to account for real-time changes on the ground. This is an important lesson for companies in every sector. No one likes a boss looking over his or her shoulder all day. Employees everywhere are happier when they have the trust and confidence of their leaders to complete a job. But without the “vigorous” onboarding of the Marines, companies are understandably weary of trusting new hires.

Corporate culture has moved a light speed away from the lifetime employee to the millennial job-hoppers of Silicon Valley. With the potential for proprietary secrets going to a competitor, the love may be there for new employees – but the trust is gone. Unfortunately, this trend may have given birth to another. Behold, the rise of the Micromanager.

A Google Trends search for “micromanager” shows that regional interest of that search term is centered on two places – New York and San Francisco. Surprising given that these business sectors have dense clusters of talent, an international appeal, and some of the highest standards of living in the world. So, why do their employees feel micromanaged?

A Slate article “How Did Silicon Valley Happen? And Could It Happen Again?” makes an excellent point about the need to insulate an environment from micromanagement. “The paradox of trying to engineer another Silicon Valley is that the micromanagement done in trying to create the “right” environment is almost certainly sure to kill the chaotic and freewheeling enthusiasm and aimless entrepreneurship that was required for the real thing.”

While author David Auerbach is speaking on the macro-level, there is an important point here. Developing the right environment attracts a certain type of employee, both in their competencies and talents. An environment needs to be developed wherein every employee feels invested in the mission and values of the company.

Commander’s Intent removes the mystery in the mission, and gives individuals the agency and trust to succeed. Making quick, decisive choices in a chaotic environment is what the Marines do best. Relying on their training and their teamwork, Marines can launch missions in the span of just a few hours. Bringing this attitude into the workplace allows younger employees to earn valuable skills, while communicating trust to more experienced team members.

To wrap up this series, “Leading by Example” means more than reciting your company’s values. It means developing a culture that benefits every one. A positive corporate culture starts with developing a hiring strategy and messaging, continuing through everything from explaining staff changes and benefits.642-737 dumps A well-hired employee will encourage the free flow of ideas capable of solving complex problems, while freeing up management to focus on larger systemic issues.

Good employees aren’t hard to come by, but companies have to know what they’re looking for in a person. That starts with some real soul searching at the executive level. Is your company one that will hire anyone to fill a seat? Or one who will lead by example?

The Marines lead the way on the battlefield and in the recruiting space. America’s “911-force” consistently shows courage in their marketing tactics, as they do with their culture. Their will to push beyond conventional thinking to achieve their objectives, reminds us all that people join cultures, not companies.

What do you think? Has micromanagement invaded your office? How do you see it affecting productivity? Send us a message at conversations@jwtinside.com or visit us on Twitter @JWTINSIDE.



Michael Savage, the Director of Employer Brand at JWT INSIDE, is a communications strategist, storyteller and business partner. He has collaborated with executive leadership across a wide range of industries to develop employer brands that align workforces, attract talent and drive business forward. These employer brands have inspired enviable online and offline experiences – conversations, cultures and causes that employees and candidates alike want to join. Contact Michael at Michael.Savage@jwt.com.

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