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So it's September 2006.
Special forces have been in and out of the country for years, but this is the first Australian regular Army deployment to Afghanistan to the south of the country.
In Tarrant Cap, there's about 100 of us getting ready to roll out the guy for the very first time.
Well, vehicles lined up between two massive walls.
These walls are about two stories high.
Big wire cages filled with rammed earth.
There's about a football field between the inner and the outer wall, but it looks nothing like a football field.
There's no grass, no green.
Everything's dirty and dusty bran, and I can feel the great and dust in my teeth and in my hair and in the sweat that runs down my back underneath my body armor.
I checked my rifle.
Weapons need constant attention in this hot and dusty environment, and it's a fine balance between enough oil to keep the working parts lubricated and not so much you turn the whole thing into mud.
We're waiting for the order to move, and I can see the nerves playing out in front of me.
My own heart is definitely racing so some people move from foot to foot, move from different groups, others Jabba nervously to their teammates.
Some re trade into their own thoughts.
And there's a ton of bravado back slapping, high fiving, sort of psych up behavior that goes on as well.
About 1000 cigarettes, a smoked and shed.
I'm thinking about the role on a to do.
My job in Afghanistan was to intercept and analyze enemy communications and give it boss on the battlefield.
I need to find out what the enemy was saying, what their intent waas and then tell the boss so we could decide what we wanted to do about it.
There are a lot of unknowns in Afghanistan, so lots of us never actually worked together before.
And we didn't know how the community really felt about us, what the enemy we're going to do.
And there's always a lot of unknowns in the military.
You get comfortable with the ambiguity, and there's this ever present potential for rapid on unplanned change.
And in that environment, when you're about to roll out the gate for the very first time in a new country, too, there's also the unknowns of every soldier questioning themselves.
How am I gonna go when it all goes down?
Because you hope that you'll be brave.
But you don't know until you there and until you actually know.
And so that's what I think the nerves are really about.
And so in that environment, the commander actually has to get 100 PayPal or were different roles and responsibilities to focus and to deliver.
How do you do that?
Despite those nerves?
Despite that fear, despite all that rapid and unplanned change that's going to come, how do you get people to understand not just their own role, but how they contribute to the overall mission?
So the military actually does this amazingly will, and it's cold.
Commode is intent, and there's a lot we can learn from commander's intent to when we think about leadership in other organizations.
Also, so lots of teams, lots of organizations spent huge amounts of time and money trying to figure out how do I motivate my PayPal?
How do we get them all working together towards one goal?
Now, commanders and 10 can actually help them achieve these commanders intense starts, but clearly on articulately explaining what the in state looks like it's what the battle space should look like at the end of the mission.
It's what success looks like.
And it works because it describes what needs to be achieved without describing how.
So you come out his intent might look something like this.
Capture brand hell, utilizing all enemy and capturing all roads and bridges between the Nomad beach on the Candy river.
Now, below this, each unit will have more details about what they're going to do.
So your armored unit will know where I'm dropping my infantry patrols and what bridges I need to go back and secure.
Those infantry soldiers will know exactly how I'm securing the drop zone for the paratroopers to land safely.
The paratroopers will know when and where they're landing, what they need to do once they get there.
Everybody knows their own role and the units roll.
But what guards them when things don't go as planned is that commander's intent.
It's pretty much a mission statement.
And I know all you ladies out there are going your lady.
I've got a mission statement.
This is nothing new.
But what I ask you is this is your mission statement strong enough so that when you're not there and other ladies out there, do people still know what to do?
If I join your team today and you asked me, What are you doing?
Well, I say I'm capturing bridges and roads between Nomad Beach and the Candy River.
Well, I only know my own role now.
This is particularly important when we start to think about the future of work.
So the gig economy looks very much like the military on operations that is centralized intent but dispersed execution.
So one big goal, with multiple people in multiple locations doing the executing.
And if all those people don't know what they're contributing to in terms of that big mission, then organizations could find themselves with lots of people doing lots of work without achieving the desired outcome.
Now, commanders in 10 also calls on a sense of purpose familiar in Afghanistan.
My sense of purpose came from my job.
We need to intercept while the enemy is saying provide great advice.
When I do this, well, I can get us out of harm's way when I don't there are dark consequences, and this is true for all my teammates too.
Each has a role that's essential and important on with dire consequences if they get it wrong.
Every honest everybody understands what they need to do and also the critical outcomes.
If they fail now, the military has an advantage here.
I give my old because lives depend on it.
And although work may not be a matter of life and death, our blue organizations could benefit from a similar sense of purpose.
Research out of Deloitte in the Journal of Occupational Health Psychology suggested organizations with a sense of purpose enjoy him improved employee well being but attain performance, a greater financial outcomes.
And we see this time and again in successful companies.
So rather than talking about cheapest airfares, Southwest Taelons talks about democratizing the skies.
When I buy a pair of glasses from Will Be parka, though, don't appear one for one to somebody.
Nate, instilling the value that what you do not only matters but also is for the greater good, has a profound impact on a team's productivity and no amount of bonus.
Concretely it the same personal drive is doing something that really matters, and so if a commander's intent to work, it's not enough to simply know the endgame and have a sense of purpose.
You also need some trust going on because without trust, none of the rest of it works.
And the more trust to give your people, the more they can make decisions and the faster you can move.
It's that centralized, intend but dispersed execution again, one mission but power to those who could actually make the decisions on the ground as a later, you need to realize you can't be there all the time.
And so you need to give that power away.
That power on the ground is really important not just for people making decisions, but also for making decisions without sign off.
So in the midst of a firefight, you don't have time to get 45 people sign off on a one page memo.
I don't have time to change the pack from arou 12 2 times.
Do you Roman 11.
So some bloke who's not even there can make one decision.
If that's the decision making process in the military, everyone's did.
It's the people who are right.
He who have the most information on the most current information.
They're the ones that understand the subtle nuances of that situation.
And so they are the ones that should be making the decisions.
And when it comes to decisions, speed matters, too, because when you're making decisions, you're moving forward and the faster you can make decisions, the faster you can move forward.
So in the military, we talk about 80% on time is better than 100% light.
If that infantry patrol that needs to secure the drop zone for the paratroopers is supposed to be there at three and they don't get their 25 all those paratroopers will be shot out of the sky.
What's important is that you get the job done, not how you do it or not.
Whether you followed the plan exactly on this trust is gonna be essential.
In what place is the future, too?
People were working remote teams, remote workforces, and so the leaders and workers.
We need a much deeper level of trust between them.
I believe it will be those leaders that can develop that trust that will see their teams move faster so they'll foul faster, produce the minimum viable product faster.
They'll be the most successful teams it'll be those that can distribute their decision making power down the train that will enjoy the most engaged workers, the most agile thinkers and the most adaptive teams.
And from what we know about the future of work, those will be the skills that will be in critical Nate off.
And so I'd encourage you to think about how Commander's intent might work for you, your ladyship of yourself.
End of others.
How do you communicate your mission?
Create a sense of purpose and build trust because the future of work will need flexible and adaptable latest Just let the military doth thank you.
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Where are we trying to end up? | Rach Ranton | TED Institute

林宜悉 2020 年 3 月 21 日 に公開
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