certain strategy and thus not believe in it. Junior leaders must ask
questions and also provide feedback up the chain so that senior leaders
can fully understand the ramifications of how strategic plans affect
execution on the ground.
Belief in the mission ties in with the fourth Law of Combat:
Decentralized Command (chapter 8). The leader must explain not just
what to do, but why. It is the responsibility of the subordinate leader to
reach out and ask if they do not understand. Only when leaders at all
levels understand and believe in the mission can they pass that
understanding and belief to their teams so that they can persevere
through challenges, execute and win.
APPLICATION TO BUSINESS
“This new compensation plan is terrible,” said one of the midlevel
managers. “It will drive our best salespeople away.” The rest of the class
agreed.
Toward the end of a short leadership-development program for the
company’s midlevel managers, my discussions with the class had
revealed a major issue that created stress and fragmentation among the
ranks of the company.
Corporate leadership had recently announced a new compensation
structure for their sales force. The new plan substantially reduced
compensation, especially for low-producing salespeople.
“What’s the issue?” I asked the group.
“It’s hard enough to keep salespeople here; this doesn’t help!” one
manager responded.
“They don’t get how hard it is in this market,” said another, referring
to corporate senior leadership. “This new compensation plan will push
people to our competitors.”