Let’s be clear; goals are choices made in the scope of shaping the future and offer a competitive posture to achieve purpose and objectives. It is almost impossible to make sense of a community’s ability to grow within its scope and posture without first possessing a strong sense of knowledge of its goals. Consideration of goals ultimately leads to a few central questions to be asked by everyone involved in building great teams. Here are a few:
- What does leadership expect its team unit(s) to achieve?
- What are the benefits, features, and expectations from its stakeholders and team unit(s) at large?
- What are the timelines expected to meet changing paradigms?
- What type of differentiation are they hoping to achieve?
- What degree of customer (internal and external) satisfaction and value are they seeking to provide the environment influenced by their actions – in what ways are they hoping to become a good citizen for others to follow?
These and other questions are just the beginning for defining goals for a well constructed team. Each team unit(s) has an explicit or implicit hierarchy of goal orientation that involves some mixture of marketplace, finance, technology, or other factors to take into account. In building depth (balance, enforcement, and navigation) that goes into trust and constructing a shared-vision (the ultimate goal of any team working towards a common objective), four levels of goals need to be considered: (1) strategic intent/ the vision to impact environmental circumstances; (2) strategic thrusts; (3) objectives (mission strategy), and (4) operating goals (mission execution). Allow me to discuss the four briefly, as they all attribute to the development and characteristics for adding depth within a team.
Leadership requires goals at each level of strategic intent that defines the vision of the team to impact environmental circumstances. They are used for examine short and long-term conceptualized modeling to change what a community is hoping to achieve in terms of client relationships. Everything is based on relationships; whether people, systems, organizations, or more. In some cases, the intent or vision embodies a goal of reshaping and reconfiguration of the means for achieving expected outcomes. Reshaping and reconfiguring (navigation) identifies goal orientation by expressing a fresh IDEA. Ideas influence your paradigm of choice that adds spark to ignite your paradigm of change. It is important to that everyone across the team to fully understand the critical importance for becoming a “Champion of Change” for reshaping and reconfiguring process and protocol that graduates effectiveness to greatness.
When this occurs, everyone involved gains a feeling that their voice is considered for navigating a balanced direction that wins the challenges that determines the enforcement of actions and behaviors from the team. The outcome to the environment becomes significant, as the experience “sharpens” the community’s vision for taking on the responsibilities to lead the way that ultimately inspires greatness. Fresh ideas are honed for efficient and effective integration as a model for reproduction using the idea(s) as the required modeling to learn, teach, and lead into the future. Ideas can easily become the model that motivates intent or vision within a team and it is critical that the participants become fully aware that their voice is significant for influencing greater outcomes by expressing their own ideation. Let’s examine how an “IDEA” can be developed into a model for leaders to examine and articulate a valued dimension within the reshaping and reconfiguring process:
I – Instruct a shared-vision by influencing trust through balance.
D – Demonstrate by example the benefits and features found in success.
E – Experience the glory after executing process and procedure flawlessly.
A – Assess all areas of reshaping and reconfiguring to ensure success.
Ideas can easily be construed as a model of investment. It will be the ability of the team leader to ensure that the applied strategies have been influenced by all stakeholders. Ideas that are successful add value and depth to a community and environmental circumstance. Here’s something to consider as you look to use the Law of the BENCH; “why change something that works if the influence creates a dynamic stimulus across a community and the
leadership behaviors that demonstrates high levels of competence for achieving a win?”
Now, well look at Strategic Thrust. Strategic thrust refers to the significant investment commitments that a team has decided on (the buy-in) or plans to undertake to realize its intent or vision. Some examples lead to a high level of competence to include an investment through alliance or collaboration. Selecting the proper alliances and collaborating relationships adds value to all teams seeking a competitive edge. This selection requires a significant
level of competence in human behaviors and attitudes. The time that it takes to gain the competencies requires a significant commitment and investment from all participants within the team.
Competencies are classified as leadership gifts that others tend to watch and glean insightful ideas to improve their own abilities. Without ever knowing it, success is influenced across a team by each leadership attribute. Individuals selected within the team or chosen to collaborate with a team will seek to answer four specific questions based on knowledge, desire, ability, and trust. Each question addresses strategic thrust as it relates to an individual’s competencies as an investment made on behalf of the team. They are:
1. Knowledge: Does a leader within the team know where he is going and how he is going to get there?
2. Desire: Do others seek to journey in the direction of the team leader?
3. Ability: Does the leader have the ability and competence to get his/her teammates where he is heading?
4. Trust: Does the team leader trust him/herself first, then the ability of his/her teammates for influencing a responsible journey into the future?
“Waste no time arguing what a good man should be. Be one.” – Marcus Aurelius
One way to answer to the four outlined questions that goes into the development of depth within a team environment is the use of a Five Paragraph Order. This dimension is derived directly from the United States Marine Corps. It specifies instruction across a team as they are preparing to engage a mission. It provides a structure for the unit to be able to understand and execute the mandates within a mission established by each leader within the team –
everyone! It is different from other instruction of higher authority in that it could be given orally instead of being issued as a written order. Officers and non-commissioned Marine Corps officers also use it informally in order to communicate relevant information prior to non-combative movements (e.g. administrative travel/convoy, field exercise movements, weapons instruction, liberty, etc).
So why am I referring to this element of the Marine Corps for teams to add balance for shaping future actions to influence greatness through change? For the simple fact that it offers unwritten protocol, discipline, accountability, execution, and tactical excellence for teams to win.
The characteristics within a Five Paragraph Order further articulate collaborative methods for building great teams on the individual level. For the sake of time, I’ll only examine the quintessential characteristic and trait oriented perspective for teams to use the “order’ for influencing positive change within the heart of each participant leader. Possessing the right amount of both – characteristic and trait –heads off personal conflict and combative engagements that stunts personal growth within team environments and other relationship building measures.
The characteristics and traits can be commonly referred to and remembered by the acronym SMEAC. When applied within a team members own life, it defines a pragmatic approach, guided by practical experiences for them to make decisions for future successful behaviors and actions. They also add depth across a team as each person increases their own capacity to lead effectively. They will ultimately result an individual achieving strong personal character and the necessary traits instilled for promoting excellence for the teams benefit. This simply means that a Five Paragraph Order can and will become a significant part to a persons individual makeup for achieving successful growth – day in and day out. The acronym can be defined as: “Situation, Mission, Plan and Method of Execution, Administration and Logistics, and Command and Signal Information.”
The characteristics and traits are used as 14 distinguishing qualities that each individual on a team should possess as critical leadership traits. As a unified, shared-vision (buy-in) is achieved; the team will lead solution-centric qualities across any environment that they are responsible to lead. SMEAC is also used for establishing a clear message for building depth in trust and credibility by everyone that has a stake in the team’s performance.
Five Paragraph Order Traits
1. Bearing. This is the greatest attribute that all U.S. Marines learn early in their career: general appearance, carriage, deportment and conduct. It is the foundation for the individual seeking a change to look, act, and speak like a leader through a state of flawlessness. It is an essential element in a leader's effectiveness and should be cultivated by maintaining impeccable personal appearance, avoiding the devils tongue, remaining true to your word, holding your temper, speaking clearly, and walking upright.
2. Courage. This is a state that enables recognition and fear of danger or criticism, while still allowing calm and firm action. It exists in a moral, as well as physical sense. Moral courage means knowing what is right and standing up for it in the face of popular disfavor. At a time that the individual accepts his call of higher purpose, accepts his/her wrongs, he accepts blame and full accountability for his actions – good and bad.
3. Decisiveness. Assessing your personal situation requires you to have the courage and professional bearing to make decisions promptly; gathering all of the facts, weighing one against the other, then calmly and quickly arriving at the best decision established by best practice. Decisiveness is largely a matter of practice and experience growing out of self-confidence and competence.
4. Dependability. This allows the owner to assign specific tasks with a full level of confidence that your personal talents will complete the tasks influencing maximum effort. Once a decision has been made, the owner must be prepared to give it their best effort, supporting personal conviction and policy, to achieve the highest standards of performance.
5. Endurance. This attribute is akin to courage. It is the mental and physical stamina which is measured by the ability to withstand pain, fatigue, stress, and hardship. Subordinate Marines may view a lack of endurance in combat situations as cowardice. When this occurs, leadership types must display an acceptable, if not superior, level of endurance. In the same light, individuals seeking proactive and positive change must stand firm on the decisions that directs forward movement. Endurance and stamina should be developed by regular participation during strenuous mental activity.
6. Enthusiasm. This attribute is the display of sincere interest and zeal in the performance of duties. Displaying interest and optimism in performing a task greatly enhances the likelihood that the task will be successfully accomplished. Enthusiastic leaders are optimistic, cheerful, willing to accept the challenges of their mission and profession, and determined to do the best job possible. Enthusiasm is contagious. Nothing will develop it more than past success.
7. Initiative. This attribute allows you to take action in the absence of written direction from another person. Leaders who meet new and unexpected situations with prompt action instill respect and trust in them and in those that their actions influence. Closely associated with initiative is resourcefulness – the ability to deal with a situation in the absence of normal resources or methods. To aid in the development of initiative, individuals must remain alert at all times, recognize the task that needs to be done, and then accomplish it with caution, judgment, discretion, and flawlessness.
8. Integrity. The uprightness and soundness of moral principles and the qualities of truthfulness and honesty comprise integrity. An upright individual places honesty, sense of duty, and sound moral principles above all else. Nothing less than complete honesty in all dealings with superiors, subordinates, and peers is acceptable.
9. Judgment. This attribute provides the ability to weigh facts and circumstances logically in order to make decisions. Anticipation of situations, avoidance of the "easy" decision, and the application of common sense are characteristic. Tacit Knowledge,’ the science of learning by doing frequently plays an important role, as well. Individuals that make sound decisions either have personal knowledge essential to solving a particular problem or have the presence of mind to confer with experts.
10. Justice. A just individual gives reward and self punishment to themselves according to the merits within the circumstance at hand. Impartiality is exercised in all judgment situations, and prejudice of any kind is avoided. Because each decision is a test of fairness which must be observed the decision maker must remain fair, consistent and prompt. Individual consideration should be given in each case.
11. Tacit Knowledge. This attribute defines the science of learning by doing – acting on your faith through experience of prior actions. It then becomes a range of one's information, including professional knowledge. Individuals are required to develop programming to remain abreast of current developments relating to their specialty, personal conviction, and circumstance. Individuals must be leaders of self first.
12. Loyalty. This attribute is required to keep the individual loyal to themselves. It is the quality of faithfulness to a mission, which should be reflected in every action. An individual’s good reputation becomes widespread when it is based upon actions taken to protect and secure from flip-flop decision making or “personal abuse.” Individuals seeking greatness do not allow personal opinion to interfere with a mission, nor do they give the impression of indecisiveness along the journey.
13. Tact. This attribute provides the ability to deal with others in a manner that will maintain good relations and avoid offense. During conditions of stress, the use of tact becomes challenging when delivering personal criticism to self or to those influenced by your actions. An inexperienced person who may not be used to dealing with conflict on their own may feel that politeness implies softness. On the contrary, a calm, courteous, and firm approach usually
will bring a cooperative response without unnecessary unpleasantness to those around your employ. Consistently treating yourself with the highest level of respect and courtesy regardless of conditions or true feelings is a sign of maturity required of leaders.
14. Unselfishness. This final trait is the avoidance of providing for one's personal comfort and advancement at the expense of others. The comfort, pleasure, and recreation levels should be placed above everything. Looking out for the needs of others is the essence of ‘self-leadership.’ However, keep in mind that accomplishment of any mission has priority – and that priority is to the mission and those influenced by the outcome first and foremost. Individuals that see themselves as flawless leaders give themselves lowest priority and share the dangers and hardships with those affected by their decisions.
At this point, it is critical to examine objectives and operating goals combined. Objectives refer to goals that transform strategic thrust into action programs. They tend to specify results that embrace a time horizon and represents benchmarks or broad targets and milestones that a team strives to achieve. For example, as the CEO of my organization, our strategic thrust to penetrate new markets were guided by objectives such as: program launch within the chosen markets based on focused timelines to achieve a specific market share for the organization and our ability to achieve average gross margin established by the planning team. Operating goals are short-term targets that are measurable, specific, and detailed. They are viewed as significant accomplishments that contribute to the achievement of objectives.
Typically, operating goals include (using the context in the example above): achieving a particular market share for each market or, for different specific client relations, improve planned margins by significant amounts to enhance client satisfaction based on scale and measurement.
In closing, goals make sense within the actions of a team using the Law of the BENCH to influence levels of trust within the depths of its accomplishments. When you think about an explicit or implicit hierarchy of goal orientation, we must take into account how goals facilitate coordination of what otherwise might be disparate and conflicting activities. They motivate and stimulate a team’s ability to rationalize its actions so that each stakeholder can contribute to a winning cause.
Achieving goal orientation, individuals within a team environment must be prepared to undergo the seven “D’s” of courage. This approach is also defined as the “balance of time” affect. This dynamic is similar to a heavy weight fight night. The win requires preparation through the successful execution of a desire to achieve a dream (shared-vision) with the required decisiveness that dares a dedicated direction that is dependant on individual and collaborative skill, leadership, and competence to achieve success. Use them wisely, as a team who works as one through “choice” of becoming a force of one, is a team who wins in battle by never striking a single blow to its competing force.
1. Desire: Become a champion of change; a major part of a solution.
2. Dream: Achieve a preferred future picture with just leaders.
3. Decisiveness: Recognize the process of trust, competence, and influence to encourage and inspire a journey to find your voice.
4. Dare: The courage to act outweighs the fear to not!
5. Dedication: Remain committed to fulfill the responsibility within a call.
6. Direction: Achieve a clear plan of influenced and proactive change.
7. Dependence: Rely on achieving greatness – not effectiveness.
More on the Morale Constructs Strategy can be seen in the publication, the “Art of Detachment.” Part 4 in this series, the Law of SPACE (Community), provides additional value to the subject of building great teams and should not be missed. More on the Law of the BENCH can be seen in the upcoming publication release, the Art of Detachment, published by Kendall Hunt Publishers (ISBN10: 0-7575-4360-X and ISBN13: 978-0-7575-4360-9).
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