Those that know me are aware I've used the metaphor of high quality work performance being akin to Special Forces. With Bin Laden "out" as of yesterday thanks to the efforts of US Special Forces, it seems appropriate to raise the metaphor again. Please know I do so with no intention other than celebration of all it takes to be an elite force, with literal life and death in ones face.
Over the years I've had the honor to know a number of special forces guys. One I train with, in winter on alpine skis, is on active duty; yes, in Special Forces. He's a veteran of Iraq and Afghanistan and is a weapons specialist. That's about all he'll say about what he does, no specifics, ever. Don't ask. At the same time, he is excited to talk about training, training design, and most of all to share the kind of expectations one has when it comes to training and the expectations of performance in general.
Discussing training and performance expectations of special forces has been deeply satisfying for me and more so, fun. What I have believed to be true and have been told is true is resolutely confirmed yet again through first hand lengthy conversation with my training buddy:
For the Army special forces comprise about .5%, that's right 1/2 of 1% of the total fighting force.
Special forces is not for everyone.
Yes, Special Forces follow orders.
More so, EVERY element of their work is defined with explicit clarity. Behavior "x" is excellent, any behavior other than "x" is not. Expectation: performance excellence, nothing less. Define this behavior consistency in business terms and you have BRAND. More, BRAND consistency!
And more is true and this is where Special Forces IS unique, above and beyond the normal military brand.
When ever any leader is missing, the members of the team, take ownership/leadership of their actions. They take their training to higher level and take charge. This means they self manage, manage each other and support each other in their team/unit! They do NOT need or require a manager, a boss, someone to tell them what to do. They take charge and are accountable for each and every action and interaction.
THIS is BRAND Magic!
If we need to police each other to get our work done, somethings just "off." At the same time, if we haven't defined excellence clearly enough for our team/unit to perform without perfect clarity, WE as leaders are the one's who have failed, not our team.
Want BRAND excellence?
Make it tough to get a job in your business.
Make performance expectations resolutely clear.
Provide the tools needed to complete the job.
Support and celebrate accountability and WALK YOUR TALK! Let me make this point clear: As leaders we need to walk OUR talk!
There's a lot of pride in doing great work. Define what great means, do NOT rely on common sense, because there is none. The only way to develop skill is practice. Without a shared definition or shared expectation, there is no such outcome as either special or magic.
The more clearly you and I define our performance culture the closer we can get to Special Forces performance. Then again, not everyone IS cut out to be Special Forces. What do you want?
Special Forces takes work, it doesn't happen by accident. And the work is paradoxical at root: follow orders, take charge, both are true simultaneously. Both ends of the spectrum demand clear definitions of excellence, hiring right, constant training and celebration rather than derision of performance.
Intrigued? Be in touch!
Recent Comments