Neil McDonnell’s Post

📣 Attention Navy Leaders: “I am releasing Culture of Excellence 2.0 (COE 2.0), the foundation by which our Navy builds its Warfighters – our People, Leaders, and Teams – as a key enabler of delivering the decisive combat power I talked about in ‘America’s Warfighting Navy,’” CNO, ADM Lisa Franchetti Office of the Chief of Naval Operations Announced in NAVADMIN 051/24 (https://bit.ly/3v6KoDA), the Navy launched COE 2.0, an actionable approach to building great culture at every Navy command. Culture of Excellence 2.0 focuses on building Great People, Great Leaders, and Great Teams, with the knowledge that this is the best way to prepare for victory in combat, innovate and solve hard problems, and prevent harmful behaviors. It is designed to simplify, streamline, and align traditional Navy programs with new concepts in order to close the gap between the Navy’s highest and lowest performing commands. It focuses on building a winning mindset and culture across the Navy by providing Sailors with the tools they need to succeed. Key resources include: ⭐ COE 2.0 Playbook: https://bit.ly/3TAnjmd ⭐ COE 2.0 Placemat: https://bit.ly/4c9MEKX ⭐ Culture of Excellence webpage: https://bit.ly/3uYFvfP New tools like the Virtual CO's Suggestion Box (https://bit.ly/3ITFv49) and Commander's Risk Mitigation Dashboard (https://bit.ly/3IzBQIh) are also available to help commands assess their climate and prevent issues. 🔗 To download COE 2.0 resources and learn more, visit: https://bit.ly/49JOh0a

In military operations, the commander's intent is a clear, concise statement defining what must be achieved and why. Want to know how this concept can be used to drive a business toward success? Visit our blog page to learn more. https://lnkd.in/gR4WXPhD

I recently re-read 𝘛𝘶𝘳𝘯 𝘵𝘩𝘦 𝘚𝘩𝘪𝘱 𝘈𝘳𝘰𝘶𝘯𝘥! by L. David Marquet and cannot help but appreciate how this ties into current Air Force doctrine. One standout concept from Marquet is clarity. Providing clear guidance and expectations allows team members to take ownership and make informed decisions. This idea is directly aligned with Air Force Mission Command, which emphasizes decentralized execution and empowered decision-making at all levels. Marquet's approach shows that clarity isn't just about giving orders; it's about enabling every airman to understand their role and the broader mission. This empowers individuals to act decisively and adapt to dynamic situations, enhancing overall mission success. Setting a clear Commander's Intent and getting out of the way to let our Airmen thrive is how we set the stage to fight and win. For those in leadership positions, refining skills in communication and clarity is crucial for fostering a proactive and responsive environment. This book is a valuable read for anyone looking to align with the principles of Air Force Mission Command! #Leadership #TurnTheShipAround #Clarity #Empowerment #AirForce #MissionCommand #DavidMarquet

... more info & download from post below. To get the most from this I applied business terminology, e.g. replacing "combat" with "project" etc.

📣 Attention Navy Leaders: “I am releasing Culture of Excellence 2.0 (COE 2.0), the foundation by which our Navy builds its Warfighters – our People, Leaders, and Teams – as a key enabler of delivering the decisive combat power I talked about in ‘America’s Warfighting Navy,’” CNO, ADM Lisa Franchetti Office of the Chief of Naval Operations Announced in NAVADMIN 051/24 (https://bit.ly/3v6KoDA), the Navy launched COE 2.0, an actionable approach to building great culture at every Navy command. Culture of Excellence 2.0 focuses on building Great People, Great Leaders, and Great Teams, with the knowledge that this is the best way to prepare for victory in combat, innovate and solve hard problems, and prevent harmful behaviors. It is designed to simplify, streamline, and align traditional Navy programs with new concepts in order to close the gap between the Navy’s highest and lowest performing commands. It focuses on building a winning mindset and culture across the Navy by providing Sailors with the tools they need to succeed. Key resources include: ⭐ COE 2.0 Playbook: https://bit.ly/3TAnjmd ⭐ COE 2.0 Placemat: https://bit.ly/4c9MEKX ⭐ Culture of Excellence webpage: https://bit.ly/3uYFvfP New tools like the Virtual CO's Suggestion Box (https://bit.ly/3ITFv49) and Commander's Risk Mitigation Dashboard (https://bit.ly/3IzBQIh) are also available to help commands assess their climate and prevent issues. 🔗 To download COE 2.0 resources and learn more, visit: https://bit.ly/49JOh0a

When John Teichert, Brigadier General (ret) “Dragon” took command of legendary Edwards Air Force Base, it was characterized by a choking complacency. It was operating on autopilot when it needed to be in afterburner. It was at this hallowed ground of aerospace history where a different type of test took place, providing the ideal evaluation of a concept that transcended jet planes and rockets. It created a stunning culture of innovation, breaking the barriers of bureaucracy and dwarfing the innovation activity of the rest of the Air Force combined. In this book, Teichert fuses the ubiquitous topics of leadership and innovation, written by a leader to leaders! It powerfully weaves together traditional leadership principles with unorthodox innovation tactics to spur success. It is jam-packed with fascinating aviation analogies, little-known stories of Chuck Yeager, intriguing tales from the highest visibility base on the planet, internationally impactful activities in war-torn Iraq, and compelling real-life applications. It takes the reader along on a massively effective innovation journey while offering a roadmap for replication. Psalm 20:7 Some praise their chariot and some their horses, but we will praise the name of the lord our God. Thank you for sending the team your book and mentorship John! Remember who we give our praise to, for giving us opportunities, if God didn’t put the air in our lungs, we couldn’t be doing what we are doing. God, give us the strength to fight the good fight, and take on the evil in this world. #MavenScouts #Boom #Leadership #Innovation #TeamOfTeams

THE 5 FACTORS THAT IMPACT TENSION BY JOHN C. MAXWELL 1. Empowerment: How much authority and responsibility does the person above you give you and how clear are the lines? Captain D. Micheal Abrashoff tells his story of empowerment as a Leader in his book "It's Your Ship". Captain D. Michael Abrashoff took command of the USS Benfold-One of the first ships fitted with the Aegis Ballistic Missile Defense System and during the 2010 Stellar Daggers exercise was the first ship to simultaneously engage a ballistic missile and a cruise missile. He knew it was impossible for one person to make all decisions thus he needed to train his subordinates to think and make decisions independently: Empowerment. He empowered his crew by defining the limits of the independence and allowing them make decisions and standing by them. Even if the decisions don't turn out well, he knew that they would learn and be better for it. Now, the above is not the reality as the majority of employees experience micromanagement thus increasing the tension challenge experienced. How do you navigate the empowerment level of your organisation? The answer is summarily by learning and testing. -Learning from historical records how the management treat employees who have initiative. -Testing the limits by suggesting to Leaders on initiative and guaging their reactions. Doing these would give a fair idea of how much empowement the leadership of your company gives you. In my next step, I would talk about the second factor that contributes to Tension Challenge experienced when you attempt to be a 360° Leader #Leadership #Personaldevelopment #Africa

We're off to a great start with our co-host the NATO Defense College, at the 53rd NATO Conference of Commandants! Today we heard from expert panelists on the trends and developments that will fundamentally alter the environment faced by future leaders in NATO. #CoC2024 #FutureLeadership #NDC #NDU

Since moving to the US, I often hear in discussions that effective leadership requires hierarchical command-and-control. While maybe there is some truth to this, it prompted me to revisit a great book I got as a graduation gift from the Senior Architect Leadership program back in 2019: #turn_the_ship_around by Captain David Marquet. The book describes how Captain Marquet transformed the worst nuclear submarine in the fleet into the best-ever-inspected in the US navy’s history by turning followers into leaders. Three key takeaways from the book have stayed with me to this day: - Leaders push decision-making to where the information lives instead of bringing the information to them to decide. - Leaders enable and support their people in taking the driving roles and are open to being challenged. - The legacy of a leader is how the organization is run after the leader is gone. If this leadership approach brought amazing results for the US Navy and top organizations across the globe, situations that teams can deliver much more than individuals, is there really long-term value in the command-and-control approach? Command-and-control works well when all is known, no surprises are expected, and execution from non-skilled workers is sufficient for success. In the coming future, most jobs that the above are met will be executed by machines. Proud to be part of a company that is both an innovation powerhouse and a leadership example across the industry. #leadership #excellence #insights

Message of the day: In the military, it’s important to emulate the changes you desire to see in your peers and subordinates for the betterment of your organization. This is part of being a force multiplier. As senior leaders we must never forget the lessons that we’ve learned along the way, and remain diligent in the mentorship of people; from junior soldiers to seniors officers. Charge of the Week: Mentor from a lighthouse, and not a tower. Be a beacon of wisdom and guidance for those in need of support. This week, elicit honest feedback and reach out to someone that may be afraid to seek professional or personal guidance.