Tag Archive for: leadershipdevelopment

Employees showing toxic behavior.

The Bear Shows the Lingering Impact of Toxic Behavior

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Toxic behavior in leadership doesn’t build resilience; instead, it undermines it.

Leaders face stressful situations more often than we’d like. You have a deadline to meet, a supplier is late, a customer is unhappy, or something outside your control affects your business. 

When you are under pressure or facing a crisis, do you find yourself reflecting on your supportive leaders or bullies?

There’s a good chance you think about the bullies because you associate them with duress. The bullies, in fact, most likely justified their behavior by saying that they helped you perform under challenging circumstances. 

It’s total B.S. 

I’ve been bullied by peers and seniors, and those memories haunt me occasionally. I accepted the narrative that such experiences “toughened me up,” and regrettably, I passed along some bullying as a sophomore at West Point. I was wrong, and I’ve been fighting bullying ever since.   

Watching The Bear helped me put these experiences into perspective.

The Bear is a TV show about how a Chicago restaurant transformed from The Beef to The Bear and how the chefs evolved. 

My wife got me into cooking several years ago, and I even have a few signature dishes like cedar plank salmon and a Tuscan sausage meal. 

I find most reality TV cooking shows too often promoting toxic chef motifs as if any creative genius must be a deranged sociopath.

The Bear is different. 

Carmy is the main character and lead chef. He took over the sandwich shop after his brother’s death by suicide and is transforming it into a high-end restaurant.

Carmy had three excellent mentors as he trained and developed as a chef and one bully. His memories of the positive role models center on their encouragement and how they developed his skills. The bully gives him verbal abuse.

Under duress, Carmy’s flashbacks center on the bully and the horrible things he said, and his behavior in those situations often reflects those of his tormentor.

He’s sorry and apologizes afterward, but how remorseful can you be if the behavior continues?

Carmy confronts the tormentor, who claims his abuse turned the former into a great chef who can handle anything.

Carmy, I suspect we’ll see in Season 4, begins to realize that the three supportive mentors taught him to be a great chef and helped him develop his particular superpowers and signature dishes. He deployed these skills under the pressure of a live kitchen and in the face of torment.

Abuse might have tested his skills under duress, but they did not develop them. You go into stressful situations with the resilience you have – it’s revealed, not developed, in crisis.

Head-trash is the lasting impact of torment. 

The bullies don’t make you resilient; the supportive leaders and your response to them do. The bullying is not about you; it’s about them – their insecurities and power-tripping. You succeed despite the bullies, not because of them. The strength of your positive influences allows you to bounce forward from toxic situations.

If you’ve got head-trash from bullies, know that they had nothing to do with your resilience. They tested it, and you went forward. 

Perhaps you used the experience to strengthen your skills, but they were not some sort of awful crucible that made you better – the supportive people and your willingness to learn from them did that. You already had what you needed to deal with their B.S.

If you want to create a crucible to improve your direct reports, then provide them with constructive challenges by reducing the time available, limiting resources, providing new people, expanding responsibilities, etc. Help them get the most out of the experience by supporting their learning and skill development. Feeding forward is a super way to help people grow.

Want to further discuss strategies for preventing toxic behavior in your organization? Book a call.

Hidden Accountability Tools Leaders Overlook

The Hidden Accountability Tools Leaders Overlook

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Stop Giving Up Your Best Accountability Tools.

“You shouldn’t reward people for simply doing their jobs,” the Deputy Chief said, “It’s like participation trophies – everyone gets one, so they’re meaningless.”

The Deputy is correct, but not for the reasons he assumes. 

Leaders tend to think of reward and punishment as their primary accountability tools. You reward people for extraordinary performance with bonuses, promotions, and other awards and punish or penalize them for gross standards violations.

This approach addresses only the extremes because the tools are finite and must be used sparingly.

Thus, you leave the critical middle ground—between substandard and subpar—unaddressed, where accountability makes the biggest difference.

Accountability means to be answerable to and for. You are answerable to your bosses, employees, peers, and partners. You are answerable for meeting standards. If used correctly, it’s your primary tool for improving future performance.

Between reward and punishment are two powerful tools in infinite supply: appreciation and correction. You use them to recognize to-standard and address sub-par.

People want to be seen and heard. When you recognize good performance with your appreciation, you encourage that person and everyone around them to repeat the behavior.

When you adjust sub-par behavior by focusing on how to do it better next time, you nip problems in the bud before they become bad habits that require penalties or punishment.

Use this approach:

  1. Appreciation.
    • Recognize the behavior: I saw you doing this; I noticed you doing that, etc.
    • Note the impact: Doing this has had these positive results/benefits/outcomes.
    • Express your appreciation for their contribution.
  2. Correction.
    • Recognize the behavior: I saw you doing this; I noticed you doing that, etc.
    • Note the impact: Doing this has had these consequences.
    • Discuss how to do it better next time. 

Your generous application of these tools will raise your company’s overall performance and attract and retain the right people who buy into your standards.

P.S. This tool is one of the many you will have in your arsenal when you take my trademarked programs: Becoming a WHY Leader®: Six Habits that Inspire People to Contribute their Best and Building an Inspiring Culture®. 

You get the biggest payoff when you use the programs with your direct reports so you are on the same page, can communicate better, and have a standard array of tools to address opportunities and challenges.

Your leader development program must prepare leaders for tomorrow’s challenges, not just today’s. Schedule a call to discuss positioning your subordinate leaders for success.

Microphone at a presidential rally

Analyzing the Downstream and Upstream Actions of Secret Service Agents in Protecting Trump

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Secret Service breakdown at Trump rally shows the importance of upstream thinking.

I’m appalled by the assassination attempt on former President Trump, and I cannot help but think the violent rhetoric that’s entered our political discourse played a role. I hope people think more carefully before characterizing their opponents in existential terms.

As we get some distance from the event, I wanted to highlight the bravery of the Secret Service agents who did as they trained and protected Trump with their lives. The following bullet, had it been fired, would have hit one of them, wounding or possibly killing them. Thank goodness that did not happen. 

Their actions in response to the event were classic examples of corrective (killing the assailant) and remedial action (protecting Trump). These are downstream actions – reactions to something that already occurred. 

How was someone able to climb up a nearby building with a firearm and set up a firing position without being challenged or interdicted before being able to shoot? People reportedly noticed the assailant and tried to warn authorities for many minutes beforehand.  

Upstream vs. Downstream Thinking

The event suggests the Secret Service’s upstream action was inadequate. Some upstream actions avert adverse events or provide contingencies, while others promote or exploit positive possibilities. 

Preventive action, for example, is designed to prevent something from happening, like providing people with steps to safeguard campfires so they don’t become forest fires. A simple line-of-site tool could show the places with direct sites to the podium so you could place security or surveillance up to a certain distance. Drones could patrol overhead, and counter-drones could keep out intruders. Having security personnel easily identifiable also provides deterrence. 

Contingent actions, which you use to generate options in case a shooter emerges, could include easy reporting protocols (like sports stadiums use for people to report bad behavior), information sharing, and quick reaction forces. I hope an investigation gets to the ground truth and the Secret Service uses the experience to prevent another such attempt.

The takeaway for your business is to create a habit of upstream thinking—crisis prevention is less dramatic than crisis response and almost always less expensive. 

Fortunately, upstream thinking is a learnable skill that I can help you develop. It positions you to reduce risks and exploit favorable opportunities, putting you a step ahead of everyone else. Book a call with me to discuss ways to use upstream thinking.

Chris Kolenda Leading with Dignity: Mandela's Lesson for Biden and Us All

Leading with Dignity: Mandela’s Lesson for Biden and Us All

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Mandela’s leadership was about choosing dignity over power

I spent the past two weeks in South Africa, our final stop being the Apartheid Museum in Johannesburg on June 27th. Mandela’s wisdom and grace inspired me. He negotiated a peaceful transfer of power from the delegitimized apartheid government to one that represented all South Africans and launched the Truth and Reconciliation process that followed.

President Joe Biden’s disastrous debate occurred that evening. The contrast was striking. 

Unlike most developing world leaders who rewrite the rules to stay in control, Mandela stepped down after a single term. 

  1. Commitment to Democracy: Mandela believed sincerely in the principles of democracy and wanted to set a precedent for peaceful and democratic transitions of power in South Africa. By stepping down after one term, he reinforced the importance of constitutional democracy and term limits.
  2. Age and Health: Mandela was 80 years old when he stepped down. Significant factors were his age and desire to spend more time with his family after decades of political and personal struggles.
  3. Leadership Transition: Mandela was keen on ensuring a smooth transition of power. Thabo Mbeki, who had served as his Deputy President, was well-prepared to take over. Mandela supported Mbeki’s candidacy, ensuring continuity and stability for the nation.
  4. Continuing Legacy: After stepping down, Mandela remained active in various social and humanitarian causes. He focused on HIV/AIDS awareness and education through the Nelson Mandela Foundation.

By stepping down, Nelson Mandela underscored his commitment to the principles he fought for and ensured that South Africa’s democracy would be robust and resilient in the years to come.

South Africa certainly has its issues today. The African National Congress has been running the country virtually unopposed since 1994 and has become disastrously corrupt. The problem is so bad that the ANC lost significant power in this year’s election, having to share power with the Democratic Alliance.

I’m grateful to President Biden. He visited my Afghanistan outpost in 2008, and in his speeches, he often refers to his visit to the Kunar River Valley. He even mentioned me and our unit in a 2010 speech at the VFW convention. 

Today, he’s stubbornly clinging to power. Aides and family members have systematically misled the public that everything’s fine and that we should not believe our own eyes that have watched the evident mental and physical decline. The debate showed a naked emperor.

He seems to have surrounded himself with people who will tell him what he wants to hear (you’re the only one who can save us) instead of what he needs to hear (it’s time to step down with a secure place in history and set up an appealing successor to win). 

Who benefits from egging him on?

What’s the upshot for you and me? You need trusted advisors who want what’s best for you and will tell you the truth, including when it’s time for another chapter. 

Departing the scene with dignity, whether by promotion, transfer, or retirement, while setting up your organization to thrive in your absence is among the most significant legacies you can bestow. 

Leaders like George Washington and Nelson Mandela show the way. 

Don’t let your leadership get to this point. Book a call with me so we can create a game plan.

What Surgery Taught Me About Rule- Breaking - Chris Kolenda

What Surgery Taught Me About Rule-Breaking

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How often does rule-breaking occur in your business? Probably more than you’d care to admit.

Americans are avid rule-breakers. I think it’s in our DNA or the water or both. Many people came to America because they didn’t like their home country’s rules. Americans defy scolding self-appointed elites. Don’t tread on me.

We brought the Boston Tea Party, the Declaration of Independence, and a revolution that stirred other rule-breakers into action. During the Cold War, Soviet military officers feared the American military’s unpredictability: “The American military is so hard to understand because they have a doctrine, but they don’t follow it.”

Skepticism about OPR—Other People’s Rules—is pervasive and probably happens more often than you’d like in your business.

I had surgery recently to repair several nose injuries I suffered in the Army that impeded my breathing. (Cue the wisecracks about the lack of oxygen in my brain, which explains a lot.) 

A nurse called before the surgery, giving me all sorts of dos and don’ts: no eating, drinking, or smoking cigars after 9 p.m. the evening before, take a shower, do not apply facial or hair products, etc.

Which of these rules are really necessary? The nurses tend not to explain why, which invites people to push the boundaries. What happens if I take the last cigar puff at 10:30 pm (which I did)? What’s the magic behind fasting for 12 hours before surgery? Why isn’t it six or twenty-four? No water, seriously? Won’t dehydration undermine recovery? What happens if I resort to rule-breaking?

I woke up at 6:30 am, drank the 4 ounces of water left in a bottle, showered (out of respect for the surgeons and nurses), and otherwise maintained my fast.

After slipping on my hospital gown, the anesthesiologist arrived to let me know how they would put me under. He asked when I last had something to eat or drink. I had finished dinner at 7 pm yesterday and drank 4 ounces of water at 0630. 

The time was 8:30, and the doctor said, “Water takes about two hours to run through your system, so we are ok. Some people experience nausea under anesthesia, so we want to make sure your stomach is empty because you can die of suffocation if you vomit.” 

Now I get it. The doctor gave me vivid details on why patients should fast and for how long. If I ever have another surgery, I’ll be sure to stop eating 12 hours beforehand and not drink water two hours beforehand. 

I could deduce the logic behind most rules, but not all of them. People are more likely to skirt the rules when they don’t get the logic. Respect for the rules signals a healthy business, so you want people to follow your standards voluntarily. Buy–in makes accountability much more manageable.

Here’s how you can improve voluntary compliance with your standards:

  • Use the “X so that Y” formula to describe your standards. “Don’t drink water for two hours before your surgery so that you don’t choke on your own vomit from the anesthesia,” for example.
  • If you cannot describe a compelling Y for a given rule, you have good reason to discard or modify it. There’s no reason I couldn’t drink some water early that morning, even though the nurse said nothing after 9 pm. The rule seemed ludicrous, and it was. Resist the urge to add excessive safety buffers, or people will stop taking your rules seriously.
  • When it comes to adding or modifying standards, enlist the people most affected by them in co-creation. People tend not to design self-defeating rules, so that you will have automatic buy-in for co-created ones.
  • Encourage your employees to ask “why” about your standards, which is a good forcing function for you to ensure the Y part of “X so that Y” is compelling. 

When I started asking doctors and nurses the why behind their do’s and don’ts, I got better and more customized responses. 

The best leaders are humble about their rules. Just because you say a given rule is important does not mean people believe you, especially if you don’t obey the rule yourself. 

Make your rules explicit, make them count, and eliminate the ones that have outlived their usefulness.

If you are ready to take your culture to the next level, I have some excellent options. 

First, you can join my Building an Inspiring Culture® program in the self-directed or live-led versions. You’ll receive short, crisp videos, clear step-by-step processes, and implementation assignments to apply the lessons at work.

A workshop is a second option. In it, I will walk you through the tools that build an inspiring culture and help you apply them in ways that work for you and your business.

Finally, an off-site retreat can be a powerful experience for you and your team to strengthen trust, streamline communication, and create shared understanding. My clients love doing them outside at battlefields or national parks.

Manager getting burned out at work

The Problem with “Servant Leadership”

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There are many reasons for increased manager burnout. I want to call attention to a particularly pernicious problem: servant leadership.

Like many people, especially in the military, I regarded “servant” as the highest form of leadership [selfless service is one of the Army’s values.]. 

After all, leading includes service to a higher purpose, the organization, and the people in it. Seventy percent of Fortune 500 companies reportedly say they practice servant leadership.

Well, servant leadership burned me out. 

I was wrong to advance an unexamined piece of conventional wisdom, and I encourage you to rethink it and focus simply on being a good leader.

Do you worry about burnout? You are not alone. According to Harvard Business Review, over 50% of managers feel burned out. 

Burned-out managers exhibit behaviors that degrade their performance, well-being, and the overall health of their teams and organizations. These include:

  • Decreased productivity
  • Increased irritability
  • Poor decisions
  • Self-neglect
  • Lower creativity
  • Less appreciation of employee efforts
  • Increased absenteeism
  • Poor communication

According to Merriam-Webster, a servant is “a person in the employ and subject to the direction or control of an individual or company.” A servant lacks agency. The implications are significant.

Ripe for Abuse. Almost anything goes when “the cause” is the highest good. 

“I want you to stay until 10 pm tonight to work on this presentation.” 

“But it’s my anniversary, and I promised to go to dinner with my wife.”

“I’m sorry about the timing. I really need you to work on this. You are a servant leader in this company, so you have to sacrifice for the greater good.”

Reliance on selfless service and servant leadership is a common way to cover up poor planning, sloppy time management, bullying, and other dysfunctional behaviors.

No Boundaries. As a selflessly serving servant, you have to be “on” at all times. Responsiveness is vital. When your boss texts you at 11 pm on Saturday night, you had better reply within minutes.

Dinner with your family? Storytime with your kids? Softball game? You’d better have your phone ready to answer your boss’s call.

When one of your employees is stressed out, you take on their emotional burdens and workload. You’ll do anything to serve your people.

Constantly prioritizing the needs of others emotionally and physically drains you. That’s what your company demands when they tell you to be a servant leader.

Denial of Self. There can be no self for those who serve selflessly. As a servant leader, you are expected to neglect your own well-being because everyone and everything else comes first. You need to go everywhere, do everything, be everyone for everyone. 

I’ve lived this life, and it costs me and my loved ones. I thought it was the price of being a leader. I tried not to pass on this mentality to my direct reports, encouraging them to set boundaries and take care of themselves, but my personal example sent mixed messages.

Yes, serving is part of leading, but so are requirements like making tough decisions, enforcing standards, and firing people. It can be exhausting, and you need to be vigilant about your capacity and energy to lead the way your company and people deserve and to be the kind of parent, sibling, friend, etc., that your loved ones deserve. 

Here’s What to do instead

Be a leader; forget the label. Use your judgment. Focus on being a good leader who inspires people to contribute their best to your organization’s success. Sometimes, the good of the organization comes first; other times, the needs of the individuals rise to the top. As I note in Leadership: The Warrior’s Art, Be trustworthy, treat people with respect, and be a good steward of your company.

Encourage the Gas Mask Principle. When facing a drop in cabin pressure or a chemical attack, apply your mask before attempting to help others. Otherwise, you put yourself and the person you are trying to help at greater risk. Spend time with your loved ones, sleep, eat right, exercise, and do important things outside of work. Encourage your employees to do the same.

Co-create boundaries that you and your direct reports respect. My mentor, Michèle Flournoy, explained how she and Secretary of Defense Robert Gates did this together and its impact on her and her family. Gates famously left the office by 5:30 pm daily because he knew that staying late encouraged others to do so, even if they had little to do but be seen. 

Provide Perspective. Most matters can wait until the next morning or next week. If you have to write that email tonight to get it off your mind, time it to send tomorrow morning. By sending it tonight, you encourage people to respond tonight. You won’t sprint your way to completing a marathon.

Manage Exceptions. There are rare times when you need that late night. When you respect boundaries and encourage people to take care of themselves and have a life outside their work, they will rise to the occasion when a crisis hits, and you need all hands on deck.

Culture

Your Culture Doesn’t Eat Anything for Breakfast

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The saying, “Culture eats strategy for breakfast,” attributed to Peter Drucker, suggests culture is your top priority. 

You know culture is important to cultivate, but where should it rank among your priorities in leading your organization and strengthening its purpose and direction? 

I love taking on popular nonsense, and this one needs addressing. 

Culture doesn’t eat breakfast, and it certainly doesn’t eat strategy.

Culture and Strategy are peers alongside Leadership, and you need all three working together to succeed.

These factors are interdependent and create a framework that supports growth, resilience, and competitive advantage. 

Leadership is the driving force behind an organization’s mission and objectives. It influences the strategic direction, sets the tone for culture, and motivates employees to perform at their best.

Apple’s Steve Jobs’ clear vision was critical in driving innovation and maintaining a competitive edge.

At Wells Fargo, the creation of fake customer accounts by employees was a direct result of toxic leadership behavior that prioritized sales targets over ethical behavior, leading to widespread dissatisfaction and demotivation.

Uber experienced high turnover rates and public scandals, which highlighted a failure to address workplace harassment and discrimination.

Culture embodies the values, norms, and practices that dictate how employees interact and work together. A positive culture fosters engagement, loyalty, and productivity, ensuring the collaborative pursuit of strategic goals.

Google’s emphasis on innovation and employee well-being has enabled it to attract top talent, drive continuous innovation, and maintain high employee satisfaction.

Enron collapsed from a culture of secrecy and poor internal communication, where unethical practices were hidden from employees and stakeholders.

Blockbuster’s resistance to change and innovation prevented it from adapting to the digital streaming revolution, resulting in its downfall.

The strategy involves setting the organization’s purpose and direction and inspiring plans to achieve them so you can navigate the competitive landscape and adapt to market changes.

Amazon’s strategic focus on customer obsession, operational efficiency, and innovation has allowed it to expand rapidly and dominate various markets.

Toys “R” Us failed to address the rise of e-commerce and changing consumer preferences.

Xerox invested heavily in its PARC research center without effectively commercializing the innovations, which led to missed opportunities in the technology market.

Each element—leadership, culture, and strategy—plays a unique and essential role in an organization’s success. The absence of any one of these factors can lead to specific challenges, even if the other two elements are strong. Recognizing these indicators can help organizations identify and address their weaknesses, ensuring a more balanced and effective approach to achieving their goals.

Here’s how you can identify when one of these elements is missing.

Stagnation indicates inadequate leadership. Employees may feel directionless despite having a supportive culture and clear strategies. There is no one to inspire them toward achieving strategic goals, and no one makes bold decisions, resulting in missed opportunities.

Low Morale and High Turnover suggest you need to strengthen your culture. Even with strong leadership and a clear strategy, a toxic or weak culture can lead to employee dissatisfaction and disengagement. People will vote with their feet, and those who remain struggle with execution and performance.

A lack of focus and direction indicates that strategy is missing. Despite having inspiring leaders and a positive culture, the organization may struggle with setting and achieving long-term goals, resulting in drift, confusion, and waste.

Here’s what happens when you have all three working together. 

  • Alignment: Leadership ensures that the strategy supports the organization’s vision and that the culture advances strategic initiatives.
  • Execution: Culture drives how strategy is executed. A positive culture promotes collaboration, innovation, and commitment, which are vital for successful strategy implementation.
  • Sustainable Growth: Leadership and culture together ensure that strategic initiatives are sustainable over the long term, adapting to changes and overcoming challenges effectively.

An organization needs strong leadership to set a vision and inspire action, a positive culture to create a supportive and engaging work environment, and a clear strategy to provide direction and prioritize efforts. The absence of any one of these elements weakens the whole structure, making it difficult to achieve and sustain success. The interplay among leadership, culture, and strategy creates a synergistic effect that drives performance and ensures long-term viability.

Chris Kolenda: Celebrating D-Day’s 80th anniversary

A D-Day Special: Encouraging Initiative Through History

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Celebrating D-Day’s 80th anniversary

“Everyone waits for me to tell them what to do,” Jane told me. “How do I get people to take initiative?”

“Freelancing has burned us before, so I keep people on a tight leash,” Henry said. “We’re making fewer mistakes but too slow to recognize and seize opportunities.”

Jane and Henry show different sides of the challenge. Jane wants people to experiment and try new things, but they are afraid to do so. Henry had people go 100 miles per hour in the wrong direction, wasting time and resources, so he restricted their latitude and now they sit on their hands. He’s not sure how to strike the right balance.

Do you struggle with employee initiative, too? 

The secret is to promote disciplined initiative, and D-Day’s leader, General Dwight Eisenhower, shows how you can do it, too.

Disciplined initiative occurs when people act on their own accord while advancing your organization’s Common Good (your vision, mission, goals, and standards).

This balance enables them to solve problems, innovate, and seize opportunities without the risk of freelancing, wasting time and energy moving in the wrong direction, and creating more problems than they solve.

The D-Day landings entailed the largest amphibious and airborne assaults in history. Eisenhower had to figure out how to get millions of soldiers and their equipment ashore and sustain them for months as they attacked France toward the Nazi heartland.

Success required innovations like Mulberries (artificial harbors), PLUTO (an oil “pipeline under the ocean”), a massive deception operation to fool the Nazi high command (Operation Fortitude), and the RHINO (blades on tanks to cut through hedgerows). 

Eisenhower also needed leaders who could take situational initiative when plans broke down or new risks or opportunities arose. When the Utah beach landing craft went to the wrong site, Brigadier General Teddy Roosevelt, Jr. had to improvise a new plan. When the 29th division bogged down on Omaha Beach and pummeled by German fire, Brigadier General Norm Cota organized small teams to move out and destroy the bunkers. 

Lt. Gen George Patton’s unique ability to coordinate air support, tanks, infantry, and artillery overwhelmed German defenses and forced their hasty retreat out of France, probably saving Paris from destruction.

How did Eisenhower promote disciplined initiative? He followed the ABCs: Agency, Back-up, and focus on the Common Good.

First, Eisenhower was clear on the Common Good (defeating Nazi Germany) and the strategy to achieve it, which included the planning to achieve the D-Day objectives. He set and enforced explicit standards on matters like cooperation (he famously fired an American Colonel for calling an allied counterpart a “British S.O.B”) and respect (he relieved Patton for assaulting his own soldiers) as well as decision-making and risk. 

Second, he promoted agency by setting explicit boundaries on his subordinates’ authority. Within those boundaries, his generals were free to make decisions (as when Roosevelt improvised on Utah Beach) and innovate. When they got close to a boundary, Eisenhower expected them to report so he could provide more guidance or resources. He avoided second-guessing their decisions, even if he might have done something differently (he avoided micromanaging Montgomery as his operations bogged down near Caen).

Finally, he showed that he had his generals’ backs by taking responsibility for addressing problems and passing credit to his subordinates. When Montgomery’s operations bogged down, and people encouraged Eisenhower to relieve him, Eisenhower instead backed up his general. When pre-D-Day experiments and tests went awry, Eisenhower said he’d address the matters rather than throwing his subordinates under the bus. 

He gave General Bradley and Field Marshall Montgomery the credit for D-Day, even as he penned a letter accepting responsibility if the landings failed.

Encouraging the right behaviors rather than only rewarding success was vital. Toyota does the same thing when encouraging employees to stop the assembly line if they think something is wrong. If there’s nothing wrong, Toyota rewards the behavior rather than criticizing the employee for wasting time and resources. 

Contrast that thinking with how Boeing reportedly handled reports of assembly line problems.

All three elements must be in place for disciplined initiative. Without focusing on the Common Good, you risk freelancing and wasted energy (like Henry experienced). Without agency, people will sit on their hands (Jane had this challenge), and without backup, people will fear being thrown under the bus if a new idea doesn’t work. 

When all three work together, you have Trust, Empowerment, and Accountability. People will report problems, offer fresh ideas, and try new things. They will take action to address unforeseen risks and opportunities, solve problems rather than live with them, and act in ways that shorten the path to success. 

For more on Disciplined Initiative, see Chapter 5 in my book Leadership: The Warrior’s Art or schedule a time to meet. 

P.S. Is visiting the D-Day beaches on your bucket list? I’m hosting a trip for leaders and spouses there, October 11-14. Email or DM me for more information.

Chris Kolenda: Is it time to dismantle your DEI and ERG programs

Is it time to dismantle your DEI and ERG programs

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Are your DEI and ERG programs serving their purpose, or is it time for a radical reevaluation?

How to turn discomfort into growth.

Valuing Discomfort 

One of the most transformative experiences of my professional life was attending graduate school at the University of Wisconsin as a U.S. Army captain before teaching at West Point. As the only active-duty officer in the student body, I was immersed in a very different environment than I’d experienced in the past. 

I grew up in a conservative household, attended West Point, and served in the mostly conservative military. Madison’s liberal faculty and student body took me outside my comfort zone, and initially, I felt like a fish out of water. 

One professor remarked, “We don’t teach military history,” as if I could not study anything else. 

Stepping out of my comfort zone, I found myself among people who engaged in agreeable disagreements on various topics. This experience of embracing viewpoint diversity expanded my intellectual horizons and challenged me to reevaluate ideas I had previously held without much thought. 

Along the way, I developed the ability to listen without judgment to someone’s point of view and ask open-ended questions that helped me understand where they were coming from. 

Doing so develops your empathy skills, which, years later, helped our unit motivate a large insurgent group in Afghanistan to stop fighting and become allies. 

Those skills proved vital when I participated in unofficial meetings with Taliban representatives in 2017-8, resulting in the group writing an open letter to the American people requesting peace talks.

I wonder how differently I would have developed had I accepted loads of unsolicited career advice to avoid teaching at West Point and do what everyone else was doing.  

Taking off the Body Armor

I worry about the trend where people seek safety by bubble-wrapping themselves in their comfort zones. 

Like attracts like, and people naturally gravitate toward others who look, think, and act like them, creating comfort zones that can become exclusionary, even hostile, echo chambers.

Listening to new ideas and ones you disagree with takes courage; screaming at people from inside your comfort zone does not. 

Building bridges with people who look, act, and think differently than you do takes courage; fortifying your bubble wrap does not.

Joey Hutto, a captain during our 2007-8 deployment to Afghanistan, exemplified courage when he accepted a dinner invitation from village elders who’d been supporting the insurgents. Joey removed his helmet and body armor, handed his weapons over to his patrol, and walked with his interpreter into the home.

We were new to the area. The elders told Joey why ninety-five percent of the people were fighting us: years of civilian casualties and government corruption convinced them that the insurgents were the lesser of two evils. 

Joey listened to their point of view and asked follow-up questions so they knew he understood their message. “We cannot change the past,” he said. “But we can find ways to fix these problems and work together for a better future.” 

And they did.

Transcending Comfort

Strengthening your self-awareness and committing to growth are a good places to start if you want to become an ever-better version of yourself.

Knowing yourself, learning how others see you, and understanding what others need from you helps you approach people and situations with an open mind. This allows you to combat comfort zones that limit your exposure to new ideas and experiences. 

Chris Kolenda: Is it time to dismantle your DEI and ERG programs

Self-aware people recognize that growth requires entering their discomfort zones. Having guides (mentors, coaches, advisers, friends, etc.) to help you through vulnerability turns your discomfort into your growth zone. 

That successful journey leads to your transcendent zone, creating a new comfort zone for growing beyond.

Are you transcending or entrenching your comfort zone? 

  • When was the last time someone disagreed with you? 
  • How did you respond?

If your direct reports do not flag problems, offer new ideas, and try new things several times per week, you’re probably sending signals that you don’t brook disagreement. 


Employees may believe you lack of curiosity, react poorly when someone disagrees with you, or punish those who take a risk and fall short. Either way, people will self-censor, and you and your company won’t grow to new heights.

What discomfort zone are you entering next? Email me to let me know.

Chris Kolenda: Is investing in your culture worth it?

Is investing in your culture worth it?

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Should you invest in that off-site or training program that promises to strengthen your culture? 

I admit that I am a bit biased because I’m a believer. I support my clients in these ways, and I even have a trademarked program called Building an Inspiring Culture®. 

To give you a concise report, I asked my chatbot to outline the business case for Building an Inspiring Culture®.

Taken together, these studies suggest that investing in your culture can have a huge payoff, provided you invest in quality. 

The Wall Street Journal reports that culture drives employee retention, more so than pay and benefits. In a 2024 study, over seventy-five percent of job stayers reported satisfaction with their company’s culture, while less than twenty-two percent of leavers reported the same. 

Can’t afford to invest in your culture? These data points suggest that you can’t afford not to.

Are you ready to invest in your culture? 

Stay away from the goofy catch-me-while-I-fall-backwards gimmicks and one-off “morale-building” picnics.

Your best option is to invest in programs that provide you and your employees with simple processes that you can teach, evaluate, and improve.

Most leaders use unconscious processes that work to varying degrees. Because you cannot teach, evaluate, or improve an unconscious process, leaders get frustrated that employees are not picking up what’s intuitive to the leader. Employees get frustrated that the leader expects them to be mind readers and is not giving them the tools to be successful. 

What would be the impact if you had simple, practical tools to build your leaders and culture? 

The best places to find them are in my trademarked programs Becoming a WHY Leader® and Building an Inspiring Culture®. 

Becoming a WHY Leader® is a video-based program that moves you from being a “Hands-On” to an “Eyes-on, Hands-Off” leader, which is necessary if you want to lead multi-unit organizations and inspire people to contribute their best to your team’s success. 

Do you want to create a culture where people voluntarily meet your standards and expectations? Building an Inspiring Culture® is a video-based program that outlines the process for doing so. 

You can engage in these self-directed programs at your own pace and order. Do you want to improve your self-awareness or strengthen buy-in? Go directly to the module you want, watch a short video, and apply the process visual to get results immediately.

Each program retails for $997 or $1450 for both. 

I am offering lifetime access to you for $297 each or $397 for both until May 15th.

You can enroll in one or both of them using these links:

Becoming a WHY Leader®: https://sla.circle.so/checkout/becoming-a-why-leader

Building an Inspiring Culture®: https://sla.circle.so/checkout/building-an-inspiring-culture

Bundle It! Get both programs for just $397: https://sla.circle.so/checkout/why-leader-and-inspiring-culture

Do you want to license these programs for your organization? Send me an email, and we’ll set up a time to discuss.