Creating Cultural Synergy

Whether we’re in mili-tary structures, dealing with global crises, or trying to figure out how to con- tinue to keep our organizations relevant in the civilian world, it requires certain ways of think- ing,” says Julius Pryor III, Head of Innovation, Diversity and Inclusion at Genentech and mod- erator of an esteemed panel of heroic African-American senior military leaders.

All three panelists climbed the ranks from humble roots but remain in the middle of the action in critical operating roles. They have a wealth of advice to offer about crisis leadership and strategic innovation.

GENERAL LLOYD AUSTIN was the commander of U.S. Central Command and the first African-American to lead Central Command. His career spans four decades, taking him to Iraq, Syria, Iran, Yemen, Pakistan, Lebanon, Egypt, and a dozen other countries in the central region.

He believes the ability to be innovative and to think critically are two things that will be very critical for not just senior levels but leaders at all levels as “there really are very few simple problems. Most of the problems we deal with on a daily basis are very complex and indeed very thorny, and there are no clear-cut solutions.” He cautions that the problems will only become more complex for future generations.

Coming out of the first Iraq war, the three things he attributes to turning the tide and being necessary for any battle are to (1) attrit enemy forces, (2) stop the flow of foreign fighters coming in, and (3) take away the enemy’s ability to finance and resource themselves.

When it comes to agility, General Austin believes the most important thing to enable a person or organization to be agile is preparation—understanding the task at hand and the environment.

“It’s important to be comfortable enough with the situation to know when things are not going exactly right or when things have developed in such a manner that you’re presented with an opportunity. In both cases, you want to be able to recover from it or exploit that opportunity.” In either case, you need to be prepared with the second and third order consequences of the decision you make at that point in time.

“You also have to be comfortable with making changes in mid-course.” This is perhaps an important leadership trait in and of itself. Some will want to stick rigidly to a plan, and quite

often, they end up on the losing end of the situation of missed opportunities that present themselves.

ADMIRAL MICHELLE HOWARD, is commander, NATO Joint Allied Force Command and U.S. Naval Forces Europe- Africa. She has served as Vice Chief of Naval Operations and is the first woman to graduate from Naval Academy and make it to Admiral. She is also the first African-American woman to command a navy ship, the USS Rushmore.

She emphasizes readiness and leadership at times of crisis—both internal and external—and referenced a Martin Luther King Jr. quote: “The measure of a man is not where he stands in time of comfort. The measure of a man is where he stands in times of controversy.”

Admiral Howard recounts meeting Wesley Brown, the seventh African American to attempt to make it through the Naval Academy but only the first African American to successfully graduate, in 1949. Wesley enrolled while Maryland was a Jim Crow state and highly segregated, leaving Wesley with no roommates, an isolated corner desk, and four years of enduring a hostile environment of people trying to run him out.

Wesley retained hope to make it through the academy because of one small, ethical act by an Officer of the Deck and would go on to serve in the Korean and Vietnam Wars with an impactful and influential presence.

When it comes to strategic innovation, sometimes it’s not just developing and creating the strategic plan; it’s also understanding the strategic implications of what you’re doing and making sure each move aligns with what has been identified as mission success.

When trying to rescue hostage Captain Phillips during

by Jessica Nickasio [email protected]

LESSONS IN CRISIS LEADERSHIP & STRATEGIC INNOVATION “

LTG Bailey in conversation with other military leaders at the 2016 BEYA Stars and Stripes event

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BEST PRACTICES FOR SUCCESS

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the Anti-Piracy Task Force, Admiral Howard remembered, “If we failed to bring back the first U.S. citizen who had been kidnapped by pirates, we would be saying that the U.S. government was not capable of protecting citizens abroad, and that would be a dent in us as a world power. We all understood that, so there were strategic implications for failure to that mission.” This heavily guided the strategic and tactical components to the successful mission.

LIEUTENANT GENERAL RON BAILEY is the Deputy Commandant for Policy Plans and Operations at the U.S. Marine Corp. He was the first African American to lead the First Marine Division.

Lieutenant Bailey believes leadership takes courage to follow through with the plan in the face of unplanned catastrophes and external pressure. It takes an acceptance of risk to both reputation and the possibility of losing a platform, and it requires a strong influence and good relationships. It involves managing the friction between the leader and the command, as well as those above and below in rank, while remaining calm.

Lieutenant General Bailey also emphasizes it requires a belief in the vision. As Yoda tells Luke in Star Wars: The Empire Strikes Back, he fails to use his powers effectively because he does not believe he will succeed. This is especially important for leaders to remember as the person looked to for guidance and direction.

Lieutenant General Bailey has an acronym he calls the ABCs of leadership, which are Abilities, the Breaks you make for yourself, and the Courage you exhibit. He further emphasizes the importance of clarity. A commander’s intent must be clear and concise and communicate a purpose and a desired end state to keep in mind when other factors may change.

All speakers agreed losing soldiers was a low point in their careers. General Austin advises making sure you pick your troops up, keep moving in the right direction, and keep them believing in themselves.

Lieutenant General Bailey also has a motto for keeping a positive attitude through tough situations. “My attitude is that I’ve never had a bad day; I have bad moments.”

Admiral Howard says that while all services have different core values and ethos, integrity and courage are necessary for all—not courage on the battle field but daily acts of courage that must be practiced every day.

When asked how to stay ethical and make the right decisions, General Austin says, “Don’t spend one second wondering if you’re going to have to abandon your values. The reason you’re there [as a leader] is to make sure those values go into the fight with us.” S

Military leaders gather at a seminar during the 2016 BEYA conference.

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