Developing Company Strength From Within

Imagine you arrive at work tomorrow to learn that a member of your senior management team has resigned.

Immediately, your mind races through the checklist of steps you must take to fill this key position. After a couple of minutes of sheer anxiety, you come to the conclusion that-whether through the help of headhunters, networking, or just plain luck-you will be able to find that right person for the job.

Now imagine this same scenario with a twist: You are allowed to recruit only from within your company. That might push the panic button for some of us, but there is a "business" out there for which this scenario is always a reality-the U.S. military services.

Be-Know-Do: Leadership the Army Way has been adapted from the official Army Leadership Manual for the benefit of civilian managers. This books gives readers insight into one of the only institutions in the world that must recruit its c-suite leaders of tomorrow from its frontline leaders of today. When a general retires, Army leadership doesn't have the option of posting an ad on Craigslist: "Seeking a dynamic and skilled leader that has a proven track record of leading hundreds of thousands of combat troops; U.S. citizenship and the ability to speak English preferred."

But seriously, what if starting tomorrow you could only promote from current associates and no one else? Imagine as well that from this pool of associates you have to identify, train, and grow every position your company will need for the next 20 years, including executive directors, human resources executives, controllers, and even a CEO. How would that change the way you look at your current team? How would it change the way that your company or team looks at training and leadership development? My guess is it would turn upside down what you are doing now in several key areas.

Be-Know-Do is a compelling read for senior living executives for several reasons, but two major themes that run throughout the book are particularly valuable- the importance of leadership at every level and the principle that people are at the core.

Leadership Boot Camp

As far as what makes for an effective leader, Be-Know- Do goes right to the core values and strategies that we must execute to succeed.

• Be. The Army Leadership Manual makes it clear: The values and character of a company, for better or worse, are a direct reflection of the values and character of its leaders at the highest levels. This makes sense to most of us in that when we think of a great company, we almost always in the same breath talk about the great leader that is behind it.

• Know. When you are a senior leader, all eyes are on you. Everything you do and say is always being noted, analyzed, and critiqued. One of the simplest ways to gain the confidence of your team is to simply know your stuff.

• Do. To paraphrase the book: Leaders act; they do. They bring together everything they are, everything they believe, and everything they know how to do to provide purpose, direction, and motivation-especially in challenging and uncertain times.

These are simple but infinitely important and valuable points to keep in mind. In a fast-paced suite environment, the basics sometimes get lost in the shuffle.

Quality Personified

What makes companies great are the great people in them. Every good idea, every cutting-edge innovation, and every quality customer interaction is executed by great people. Be-Know-Do challenges us to lead the people who are at the heart of every business.

By motivating them, inspiring them, helping them grow in their jobs, and investing in them, you create an environment where your associates will in turn passionately invest themselves in the company. And ultimately, the result is a greater return to the business in many tangible ways.

Certainly, the U.S. Army has developed some remarkable men and women who have seen our country through some of its most challenging times. Perhaps in the pages of this book you will find a strategy that will do the same for you and your company.