UPDATED POST: I left the older post in here at the bottom

Couldn't resist that quote. It's been mentioned before, the book EXTREME OWNERSHIP. It's a good read.

But if you can't read here's a 2 minute video from the authors that sums it up.

Now ego. In the video an the book the authors make a point of saying the ego is in fact a good thing. It drives you, forces you to be better. YET when that ego gets too big or based on nothing then it becomes horribly wrong. This part always interested me because you can also get into a state of analysis paralysis. Or failure to move forward because you considering too much.

So the concept becomes more of a decision cycle. Not one where as a leader you are always right but your decisions are solidly based. Not the standard or the criteria you judge yourself.

The popular model is called the OODA Loop. It outlines a four-point decision loop that supports quick, effective and proactive decision-making. I never really like the acronym...too clunky and I wasn't brought up this way. Back in my day it was just called "decision cycle" but...it is what it is and its concise.

The four stages are:

  • Observe – collect current information from as many sources as practically possible.
  • Orient – analyze this information, and use it to update your current reality.
  • Decide – determine a course of action.
  • Act – follow through on your decision

It's not a static model. One is meant to flow from one stage to the next. And over time get faster and better at it.

For consideration. I am not looking for direct answer to my cycle or process but looking to see others. Maybe mine is not the best and there are better ways.

How do others go forward with decisions? Is there a cycle to yours?

How do you prevent analysis paralysis?

Unclear rambling post below....

*++++++++++++++++++++++++++++++**

Here's something I want some perspective on.

At some point...you as a leader can do everything in your power...everything. It will still fail.

Here's an example:

I had the task as a senior Lieutenant to organize the ammunition pickup for my unit. I was in a Tank Battalion. As a Senior captain and the S4 (supply), I was due to take command in a few days. I had a high speed NCO who was good at calculations and had created a spreadsheet that could calculate the number of trucks, by type, that were needed to pick up this ammo.

My XO was weak. Badly weak and hated asking for help outside the unit. After my NCOs and I reviewed the requirements we realized we didn't have enough trucks. I put in the request. XO hamstered about how wrong I was and do it any way. Even my "behind the back" requests were killed by this XO. He just didn't think we needed more trucks.

Trouble is if you don't make ALL the pick up you get turned away. Either all or nothing. Shitty policy but that's the way it was. Needless to say pickup didn't happen. Shit hit the fan. Long story is that it ended well for me but took some doing to get there.

The point here is how, in a relationship do you determine when your leadership is hitting all points but at it's not you? Clearly in my story I failed to get through to my leadership as to the need. I failed to convince the XO that his ego was in the way and that we needed a support request. Yet I was willing and able to set it on the line...career and all...to see it to the end. I was right.

OR is this getting back to building a series of positive activities that rebuild confidence in order to have a set of correct behaviors so you know "what right looks like"?