1 Thought:

Detachment: …separating from the larger group

There’s the old saying that you can’t see the forest for the trees. This posts intent is to provide a few points that can assist you in recognizing when you are too close, recognizing the times that this consistently seems to occur, and lastly a few actionable steps you can take to prevent you losing sight of the entire forest.

I recently read Jocko Wilink’s book “Leadership Strategies and Tactics”. This isn’t one of his better known writings but there are several good take aways; I’d suggest you give it a read.

In the book it details a point early in the authors Navy Seal career when his Platoon was executing some “life like” exercise where they are to take over, and reestablish control of an offshore oil platform. These platforms are extremely challenging to remain unseen as they are several levels high and much of the flooring is see through; very hard to evade the sight lines of the enemy.

His platoon, and platoon leaders are all maneuvering on one of the platforms and find themselves at a spot where they just stop in unison in a single line, shoulder to shoulder. The entire team have their guns aimed and pointing directly in front of them, surveying for the “bad guys” and preparing to take action. This position persists for a very long time and no one including leadership is saying a word; can only see what is in front of them and can’t move forward without the threat of being seen.

Jocko, after being unable to hold his tongue any longer after what seems to be an eternity in this holding pattern, and mind you a newer soldier himself at the time, raises his rifle to his shoulder (high-port) as to remove it’s aim from anyone and steps back a few steps, and looks to his right and left. Gaining a new perspective on the lay of the land he in an authoritative tone commands “hold left, move right”. To his surprise this command was said over and over down the line and the soldiers in the platoon acted accordingly. This simple movement of maybe a yard changed everything, and allowed the platoon to successfully complete their mission. He just unknowingly took a leadership role by gaining the perspective required to be a great leader...He detached!

The reason this selection from the book resonated with me was it was a reminder that as a leader we can’t successfully lead if we are too close. We also must detach to gain perspective on our mission.

Being too close is a common issue for all leaders. So when are we most guilty, when things are going smoothly or when things are going poorly? Unfortunately, quite often the wrong emotions kick in and have us getting far too close to the problem when things are going poorly. We tend to forget that the most talented people are in the thick of things and that our skills as leaders require the distance and detachment that provides perspective.

100% be part of your team and remind them through actions that you are working with them and on the same mission, but also you must remember your role.

When things are challenging stop what you’re doing and step back and assess, rather than instantly act.

Next, determine are we looking at the problem head on and missing other options that might exist to our right and left?

Are all the people on your team acting in accordance with their strengths and on topic for the challenge ahead?

Reset where needed ,and realign the team to keep the mission moving towards success.

1 Quote:

“One of the key qualities a leader must possess is the ability to detach from the chaos, mayhem, and emotions in a situation and make good, clear decisions based on what is actually happening.”

– Jocko Willink

Retired Navy Seal Officer, Podcaster, Author and Leadership Instructor

1 Question:

What challenge are you and your team working through together right now? Are you leading or are you too close and do someone else’s role?

Reminder: You became a leader because that’s what you’re best at, so detach, reset, and lead!

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