Micro management is detrimental to the growth and development of a team, generally speaking. 1. Tell a person how to do it. 2. Show them how to do it. 3. Allow them the opportunity to do it. 4. Critique the good they've done first then offer guidance on where they could improve. Be willing to be the student and learn from those your teaching. Your team will become a great success as the head and body learn how to walk together. 🤡🌌 😍👁️ 💫🌟
A note to point 4.: It is psychologically more prudent to talk about the negative first, then close the session with everything someone did well, so they leave the talk with a more positive attitude, which increases the likelihood that they will tackle the negative points. A really negative (almost shocking) feedback works better when you're reaching a deadline. In that situation it can trigger the Adrenaline needed to reach an important goal and even then it should be targeted at the whole team.
I read about something similar in one of John Maxwell leadership books. Basically there are 4 steps when teaching a task. 1. Show them how its done by doing it yourself (always lead by example) 2. Make the other person do it, with your supervision. 3. Make sure the other person can do the task alone. 4. The other person shows another person how it's done it applies to everything!
ace thats why i like ex military as leaders and managers ,because alot of managers from college can tell you how to do it but cant do the job themselves so they cant show you how to do it , all of the old captains of industry could walk in role up there sleeves and train you on your job , that happened when my granddad was making the Austin Severn , Sir Herbert Austin walked in saw there was a problem a manger shouting at some one for not keeping up , when the manager saw him he went pale , he said " has some one shown you how to do this son ", no its my first day , he turned to the manager and said show him how to do it" i cant i am just the manager ", and then he himself roles up his sleeves and showed him how to assemble the parts at line speed thats whats missing in British industry today proper leadership , we have box tickers who cost alot of money
In the computer game "Shogun: Total War", you had an adviser in your throne room, and when you clicked on him, he'd recite some choice quote from Sun Tzu, depending on your situation. My favourite one was: "A good bow is hard to use. A good horse is hard to ride. Good men are hard to command well." Back before I got sick, I used to coach sales reps, and we had many different leadership seminars and courses. The best one, which we adopted as the one we worked with, had its basis in 'The Big 5' personality traits, though only 4 was used, since 'Neuroticism' is beyond what you can coach in a job setting. Not to say there weren't people who had challenges there too. Still, we worked with the other four: Openness, Conscientiousness, Extroversion, and Agreeableness, and set up personality profiles for the entire leader group. We were pleasantly surprised that we had very complimentary traits, so we weren't completely lacking in any traits, and we tried to share tasks according to our strengths. I'm high in Openness, Extroversion, and Agreeableness. Not so much in Conscientiousness:) As a side note, we didn't use Agreeableness directly, but rather the opposite, Disagreeableness. My other colleague was very high in Conscientiousness and our boss scored high in Disagreeableness but she also had a high score in Conscientiousness and Extroversion. Whenever there was a shift in our team, we tried to hire people that complemented the traits of the other leaders. If I was to make a raw guess, this former Marine sergeant is high in Conscientiousness and Disagreeableness. Conscientious people like rules, structure, precise goals to measure themselves by. They make rules and procedures where none exists. Disagreeable people like to get shit done. They like to compete and to win. They like to argue, and contend with other people. If they're not busy with something, they'll start an argument just to "liven" things up a little. They can sour things up in a group of more agreeable people if not kept in check. They're good to have on point in negotiations. As Jordan Peterson notes: Lawyers are often high in Disagreeableness. It's good to have regular coaching sessions and evaluation talks with both leaders and staff, especially with new hires. We used a 6 months trial period in our hiring contracts. Due to Norwegian labour laws, people can only be fired given certain criteria, but it's not impossible, though it can be a lengthy process. The trial period gives the employer more leeway, but you still have to be structured in this approach. Depending on length of employment, the mutual notification time of firing or resignation would be from 1 to 6 months, IIRC.(And before people get too shocked, there is a paragraph in the law allowing immediate dismissal in case an employee is a "destructive influence on the psycho-social work environment". If someone is harassing a co-worker, they can be let go on the spot. They can, of course, sue for wrongful termination, so get evidence and written testimony;)) Besides the more regular training coaching, we'd have evaluation talks halfway through the trial period, and at the end of the trial period. We'd notify them maybe a week in advance, and schedule a time, and give them some questions to prepare, like: "What have you been most successful with so far?" and "What are the areas you feel the need to develop in?" You could even set up a score sheet for him to fill out with certain criteria that he will be evaluated on, like reaching and exceeding (sales/production/etc.) goals, identifying and developing leaders in their team. Planning of resource use, both human and other. Building a cohesive team, and fostering cooperation with other teams/units. IIRC, Jocko read out the Marine Corps evaluation criteria, which was excessive:) Even if you don't have as definite criteria as that, it is good to get his evaluation of himself to compare with your own. It gives you a basis to start the talk. Why did you score yourself this high, or this low in these categories, etc. The good thing about disagreeable people is that they like straight talk. You don't have to sugarcoat things;). Still, it's also good to start with why you hired him. What his qualities are that you value. Ask what he feels good about when he goes home from work. What irritates him about his job. What would he like were different. Keep the questions open. That means: Start with What/When/Where/Who/How and Why, so you don't get yes and no answers. Ask what he wants to achieve in the near and distant future. Then show him your score of him on the evaluation chart. Point out where you have evaluated him higher than he did. If you evaluated him significantly lower in a category than he did himself, tell him what led you to this conclusion before the talk. Motivating civilians is different than motivating Marine recruits, though not by much. All are volunteers, and if they feel the juice is not worth the squeeze, they'll quit.
What a great way to describe poor military leaders on deployment. I experienced these types. I will never forget the faces of the leaders who told me to shut up and follow orders when I could see something they couldn't.
@@joshuadougall2544 Hello , but i may forget, that my name is Alan middle name Neil but the dwp just nuked my surname and added an E and removed 1 A , any ideas why anyone ? Would you Know , about the magic round about way too. #sorttheplanet , as i have lots of other capitals i wish to give away for free , sock rat, at ease!.
Leadership is not telling others what to do, it's rather knowing what to do and being respected and followed for that knowledge. I guess military hierarchy and true leadership are two different things
I had to learn this the hard way as a young Staff Sgt working for a ceremonial unit. I WAS the NCO that Jocko talks about... fortunately I grew out of it.
I'm a LEO and my sergeant is the type of leader Mr. Willink describes at the end, the beloved captain you'd follow into hell. Our squad would follow sgt. off a cliff and never second guess the call. We know whatever is at the bottom of the cliff is better than what's coming for us. Good stuff, thank you!
Draw a 4 section diagram, put urgent and important at vertical and horizontal lines and put urgent and important tasks in one, urgent not important, not urgent but important, not urgent or important , and work out which tasks go where to prioritize. Uniform inspection? I'll leave it to you to decide as I'm not a military person
What do you do when someone uses you and your intelligence to glorify themselves and never give you credit (even though you're the only one doing the work or the one w the answers)?
"A former Gunnery Sergeant is leading thorough intimidation."
Anyone who knows a Gunny: "😱 No way!!!"
Micro management is detrimental to the growth and development of a team, generally speaking.
1. Tell a person how to do it.
2. Show them how to do it.
3. Allow them the opportunity to do it.
4. Critique the good they've done first then offer guidance on where they could improve.
Be willing to be the student and learn from those your teaching. Your team will become a great success as the head and body learn how to walk together.
🤡🌌
😍👁️
💫🌟
A note to point 4.: It is psychologically more prudent to talk about the negative first, then close the session with everything someone did well, so they leave the talk with a more positive attitude, which increases the likelihood that they will tackle the negative points. A really negative (almost shocking) feedback works better when you're reaching a deadline. In that situation it can trigger the Adrenaline needed to reach an important goal and even then it should be targeted at the whole team.
I read about something similar in one of John Maxwell leadership books. Basically there are 4 steps when teaching a task.
1. Show them how its done by doing it yourself (always lead by example)
2. Make the other person do it, with your supervision.
3. Make sure the other person can do the task alone.
4. The other person shows another person how it's done
it applies to everything!
ace thats why i like ex military as leaders and managers ,because alot of managers from college can tell you how to do it but cant do the job themselves so they cant show you how to do it , all of the old captains of industry could walk in role up there sleeves and train you on your job , that happened when my granddad was making the Austin Severn , Sir Herbert Austin walked in saw there was a problem a manger shouting at some one for not keeping up , when the manager saw him he went pale , he said " has some one shown you how to do this son ", no its my first day , he turned to the manager and said show him how to do it" i cant i am just the manager ", and then he himself roles up his sleeves and showed him how to assemble the parts at line speed thats whats missing in British industry today proper leadership , we have box tickers who cost alot of money
In the computer game "Shogun: Total War", you had an adviser in your throne room, and when you clicked on him, he'd recite some choice quote from Sun Tzu, depending on your situation. My favourite one was: "A good bow is hard to use. A good horse is hard to ride. Good men are hard to command well."
Back before I got sick, I used to coach sales reps, and we had many different leadership seminars and courses. The best one, which we adopted as the one we worked with, had its basis in 'The Big 5' personality traits, though only 4 was used, since 'Neuroticism' is beyond what you can coach in a job setting. Not to say there weren't people who had challenges there too. Still, we worked with the other four: Openness, Conscientiousness, Extroversion, and Agreeableness, and set up personality profiles for the entire leader group. We were pleasantly surprised that we had very complimentary traits, so we weren't completely lacking in any traits, and we tried to share tasks according to our strengths.
I'm high in Openness, Extroversion, and Agreeableness. Not so much in Conscientiousness:) As a side note, we didn't use Agreeableness directly, but rather the opposite, Disagreeableness. My other colleague was very high in Conscientiousness and our boss scored high in Disagreeableness but she also had a high score in Conscientiousness and Extroversion. Whenever there was a shift in our team, we tried to hire people that complemented the traits of the other leaders.
If I was to make a raw guess, this former Marine sergeant is high in Conscientiousness and Disagreeableness. Conscientious people like rules, structure, precise goals to measure themselves by. They make rules and procedures where none exists. Disagreeable people like to get shit done. They like to compete and to win. They like to argue, and contend with other people. If they're not busy with something, they'll start an argument just to "liven" things up a little. They can sour things up in a group of more agreeable people if not kept in check. They're good to have on point in negotiations. As Jordan Peterson notes: Lawyers are often high in Disagreeableness.
It's good to have regular coaching sessions and evaluation talks with both leaders and staff, especially with new hires. We used a 6 months trial period in our hiring contracts. Due to Norwegian labour laws, people can only be fired given certain criteria, but it's not impossible, though it can be a lengthy process. The trial period gives the employer more leeway, but you still have to be structured in this approach. Depending on length of employment, the mutual notification time of firing or resignation would be from 1 to 6 months, IIRC.(And before people get too shocked, there is a paragraph in the law allowing immediate dismissal in case an employee is a "destructive influence on the psycho-social work environment". If someone is harassing a co-worker, they can be let go on the spot. They can, of course, sue for wrongful termination, so get evidence and written testimony;))
Besides the more regular training coaching, we'd have evaluation talks halfway through the trial period, and at the end of the trial period. We'd notify them maybe a week in advance, and schedule a time, and give them some questions to prepare, like: "What have you been most successful with so far?" and "What are the areas you feel the need to develop in?"
You could even set up a score sheet for him to fill out with certain criteria that he will be evaluated on, like reaching and exceeding (sales/production/etc.) goals, identifying and developing leaders in their team. Planning of resource use, both human and other. Building a cohesive team, and fostering cooperation with other teams/units. IIRC, Jocko read out the Marine Corps evaluation criteria, which was excessive:) Even if you don't have as definite criteria as that, it is good to get his evaluation of himself to compare with your own. It gives you a basis to start the talk. Why did you score yourself this high, or this low in these categories, etc. The good thing about disagreeable people is that they like straight talk. You don't have to sugarcoat things;). Still, it's also good to start with why you hired him. What his qualities are that you value. Ask what he feels good about when he goes home from work. What irritates him about his job. What would he like were different. Keep the questions open. That means: Start with What/When/Where/Who/How and Why, so you don't get yes and no answers. Ask what he wants to achieve in the near and distant future. Then show him your score of him on the evaluation chart. Point out where you have evaluated him higher than he did. If you evaluated him significantly lower in a category than he did himself, tell him what led you to this conclusion before the talk. Motivating civilians is different than motivating Marine recruits, though not by much. All are volunteers, and if they feel the juice is not worth the squeeze, they'll quit.
This was a Echo short story lol
What a great way to describe poor military leaders on deployment. I experienced these types. I will never forget the faces of the leaders who told me to shut up and follow orders when I could see something they couldn't.
Absolute idiots
Congrats on the black belt echo
Luke it's Joan , A Doge black belt UP UP UPup up ECHO ! WHO
Am not Mi Latte are you Dougall ?
@@scottishrestorian1999 ?
@@joshuadougall2544 Basically , all i was asking is that your " real name" ?
@@scottishrestorian1999 indeed it is.
@@joshuadougall2544 Hello , but i may forget, that my name is Alan middle name Neil but the dwp just nuked my surname and added an E and removed 1 A , any ideas why anyone ?
Would you Know , about the magic round about way too. #sorttheplanet , as i have lots of other capitals i wish to give away for free , sock rat, at ease!.
The end reminds me of a sun tzu quote "Treat your men as you would your own beloved sons. And they will follow you into the deepest valley.” ― Sun Tzu
Leadership is not telling others what to do, it's rather knowing what to do and being respected and followed for that knowledge. I guess military hierarchy and true leadership are two different things
Imposed discipline , that line hit me
I learned alot from this video.
I had to learn this the hard way as a young Staff Sgt working for a ceremonial unit. I WAS the NCO that Jocko talks about... fortunately I grew out of it.
Love in the Projections echo
Echo ! and Jocko 2
blessed to hear these briefings at the time i hear them God inspired - Wow Lord i need to be humble.
Elemental my dear Jocko Elemental !!
Lol
Something that simple, but yet that difficult
This was a good listern - drop the shoulders, start looking at the bigger picture - take yourself out of the situation
I'm a LEO and my sergeant is the type of leader Mr. Willink describes at the end, the beloved captain you'd follow into hell. Our squad would follow sgt. off a cliff and never second guess the call. We know whatever is at the bottom of the cliff is better than what's coming for us. Good stuff, thank you!
It's going to turn my world upside down having kids.
Joko is warrior guru. Literally.
Great Work Cheers 59 and counting
I love Jocko! He’s so wise!!!
Goal is to eventually lead less and have your team lead more 👍
Total Focus men and the Woe of Man Too
Great advice, unfortunately wages r garbage.
Hey Jocko, I would love to hear how to deal with an authoritative leader from below them, as opposed to above them
6:20 starts the Macho Man Jocko Savage.
Once you see/hear it, you can’t unsee/hear it.
Ohhhh yeahhhhhhh
I believe by God's grace people change.
If they want to. Free will or predestination? :)
Both..however our Wills are not autonomous, right? Right. They are subject to the Lord's will.
Jocko Willink = JW; John Wick =JW. Jocko Willink = John Wick
Tactical Dichotomy of Discipline ft. Krill Oil
Magical stuff
Thx
Someone's gotta do it
Good stuff
Obey orders and make sure they are obeyed - through blunt force trauma 😂🤕😂
Genius
Jocko, Do you know Bob Gormley (Vietnam guy)?
"Helping Leaders Who Aren't Respected by Team"
please send it to our government (Inhabitants of the Earth)
💙❤Hooyah, Sir!!💙❤Period 🇺🇸T.PO🇺🇸 💙YHUP!!❤
Is Jocko the man, or what?
Micro management does not work.
5:08 that pretty much explains Nazism
Yeah, they stifle free speech / thought from their own minds....nazis were desensitized to humanity they became brute beasts..#orcs
Draw a 4 section diagram, put urgent and important at vertical and horizontal lines and put urgent and important tasks in one, urgent not important, not urgent but important, not urgent or important , and work out which tasks go where to prioritize.
Uniform inspection? I'll leave it to you to decide as I'm not a military person
What do you do when someone uses you and your intelligence to glorify themselves and never give you credit (even though you're the only one doing the work or the one w the answers)?
Give praise publicly for a job well done if that person is leading. But if it continues without recognition then ask them publicly for help.
Watch the "good" video again.
Right...when's the next podcast coming on....
?
You both give answers that take a minute to get but once you get it you’re set 😂.
sitting in set now !
There is a lesson to be learned from bad teachings.
It raises leaders who eventually ask why this lesson is taught.
Think about it.
Play him this video
Ha ... That's what I was going to say. Company leader to fmr. Gunnery Sgt.: "Watch this and tell me how it applies to you"
I got a subordinate who abuses his subordinates. What should I do? This video does not answer the question.
Trying WiKi decipherment
Loud mouth lol I wonder if wanting to lead is another smart way to have less work from his shoulder. No doubt he is hated.
lols
I applied for a factory position at #OriginsUSA . I really need a chance. You will not be dissapointed in hiring me.
You will have to ask Pete on his podcast :)
Pete has a podcast? Forgive me, I was not aware that he has his own podcast. ...link?
@@thundergrace it's called hands and daylight :)
Do you have the link?
@@thundergrace not to be rude, but if you can't find it on a search engine, you might not be Pete-material ;)