Lessons from a warrior apply to all of us in organizational work.
I had the opportunity to see Gen. Stanley McChrystal speak Friday night, as part of the World Affairs Council of Oregon 2011 speaker series. I was dubious about attending, given his ignominious departure as Commander of US and International Forces in Afghanistan. I wasn’t really sure what to expect.
I found his presentation, however, to be well intended, insightful and full of important messages for those of us outside the war zone, especially those starting careers.
You see, Gen. McChrystal didn’t talk about battlefield strategies, the troop surge, or the controversies that plagued his departure as Commander. Instead, he talked about what we need to do to create and preserve the future of American security, and the pursuit of peace in all regions. He proposed two key strategies to work toward those goals. I was pleased to observe that both are embedded in the fundamentals of good organizational practice, and worth taking a quick look.
RELATIONSHIPS MATTER
As a troop commander in Afghanistan, it was clear that McChrystal spent vast amounts of time building relationships with tribal leaders, local citizens, national militia and coalition forces. I’m not sure how many times he said the word ‘relationship’, but I know in a wordle it would be front, center, and large.
Why do this in a war zone? For the same reason we need to do so in all aspects of our lives. Relationships at the personal, group and organizational levels are essential to effectively accomplishing work and facilitating growth in those settings. The military is no different.
“Relationships,” he said, “Are insurance for when you are in crisis.” You have to agree, in organizations or on the battlefield;a crisis is no time to begin building relationships. That’s when you need a strong interconnected foundation the most.
UNDERSTAND THE OTHER GUY’S PERSPECTIVE
Planted in a landscape where nearly every facet of life was different from his own culture, McChrystal worked diligently to understand not only what Afghans do, but WHY they do it. He studied the history, culture, politics and socio-economic influences. As you can imagine, he had many stories about why things that seem irrational to us are quite logical from an Afghan perspective.
How often does this happen in organizations or in our teams? We sometimes make judgments about a behavior without really understanding the intention behind it. Then we do a little more research, ask some good questions, and realize there is far more to that story. That’s when logjams break.
Clearly, there is no simple solution to the global challenges that face us. But we can learn from the experiences of leaders in organizations of all types and sizes. If we focus on creating meaningful relationships, and working hard to understand the perspectives of those around us, we’ll find a little more peace and harmony in all parts of our daily lives. And, we’ll get better results.