EoP MC Q 2 Brig Stephen Cheney re Fuck Honour Wars
EoP MILED Clerk: 25 Oct 2017: 12:29 hrs: @SCheney71 2 @Dakota_Meyer @chiksdigscars What kind of country gives Medals of Honour 2 soldiers engaged in ‘fuck honour’ wars? @WesClarkjr
» Retweet of EoP MILED Clerk: 20 Oct 2017: 11:37 hrs: @Tusker13 @YouTube @WHNSC @potus @Timothy4316 @Martin_Dempsey @RayDalio 2 @Navy_JAG @georgesoros 2 @TonyRobbins How many crackers, spicks & niggers would enlist 2 b oligarch cannon fodder if they had property-ration.tygae.org.za? pic.twitter.com/QHGrJQYZzW [IG: 17-08-05_gsoros-drainswampponziecon-forpol; 17-08-12_mfukuoka-dorlov-1strawrevolution]
Combat Consultant: Q&A With Retired General Stanley McChrystal
Q: How do you instill cultural changes, such as driving meritocracy deeper into an organization, when people at the top don’t want to give up power? Who wants to give up power?
McChrystal: Well, nobody is the answer, because it’s just not in our nature. We convince ourselves that we hold onto power not because of ego but because it makes us more effective at our jobs. And there’s a logic to that. The trick is to convince people in different parts of the organization that it’s in their best interest. You incentivize them to be connected to the larger goals.
There’s a great story I got from a board I was on, an insurance company that was selling all these policies to people. It came to light that the company was losing money on every policy it sold. So the board called in the head of sales and asked, “My God, what have you done?” And the guy replied, “Exactly what you told me to do.” And the board said, “What do you mean? We didn’t tell you to lose money.” He said, “No, you pay us to sell policies. You don’t pay us to ensure that the company makes money. We did what we were incentivized to do.”
Now, that’s a very stark case, but, in reality, most organizations incentivize people in power, position or control with a pretty limited set of outcomes.
Q: How do you create what you call a shared-consciousness culture?
McChrystal: What you can do is tell people how to think about things and the broader mission. There’s a great line we used to use in Afghanistan: “If, when you get on the ground, the order that we gave you is wrong, execute the order that we should have given you.” Think about the responsibility you’re giving your subordinates when you issue that instruction. You’re looking for them to use their best judgment.
Q: But when you ask employees to use their “best judgment,” that means they’ll be overriding rules. What’s the right level of dissent in an organization? I imagine, that will vary. A freewheeling software company might be a more accommodating place for raucous debate and dissent than the military or the factory floor. How do you get the right level of creative dissent in an organization? And I’d especially love to hear your perspective, because your previous business, the military, doesn’t appear to tolerate much dissent.
McChrystal: [Laughs] There’s a pile of dissent in the military! It just takes different forms. In all healthy organizations, dissent takes place face to face. People tell you, “Okay, I disagree with that.” In unhealthy organizations dissent is passive-aggressive resistance.
Q: Which then poisons a culture.
McChrystal: Exactly. So here’s my view on dissent. Dissent is important. The problem with dissent is that there’s a time and place for it, and there’s a time and place not to have it. I tell people, “When the landing-craft ramp drops and hits the beach, that’s not the time to discuss the plan.” Unhealthy dissent goes away when you show your team respect, engage them in the process and pass information along to them. Give them as much transparency into decision making as is possible and practical to do.
But everybody needs to understand that there’s a point–once a decision has been made or a line has been crossed–at which dissent is no longer appropriate, unless it is very carefully and very maturely provided in the right time, place and way. And that takes a deft hand. What I’m saying is that it’s not okay to bitch about everything all the time and fight things. There’s a time to shut up and execute, and the organization should be schooled in that.
When we work with companies, we explain that planning and executing a task has three phases. The first phase is information gathering, and the second is considering what information to include. These two phases are when you talk things out; dissent at this point is not only essential but also a moral responsibility. If you’ve got something to say, you’ve got to say it then. After a decision is made, it’s probably no longer appropriate to say anything.
In reality, I’m not that black and white, because there might be things emerging after the fact that people should know. But if you didn’t speak during those first two phases, I think it’s inappropriate to raise things that aren’t of an emergency nature.
[..] When I got up this morning, I weighed 178 pounds, which is exactly what I weighed when I reported to West Point in 1972.
– Forbes: Combat Consultant: Q&A With Retired General Stanley McChrystal.