effective command and control. Other times, the officer gets stuck in the
back of the train, on cleanup duty. When that happens, he is too far in the
rear to know what is happening up front and can’t direct his assault
force. I advised many officers that the right amount of involvement—the
proper position for them—was somewhere in the middle, generally with
the bulk of their force: not so far forward that they get sucked into every
room clearance, but not so far back that they don’t know what is going
on up front. Contrary to a common misconception, leaders are not stuck
in any particular position. Leaders must be free to move to where they
are most needed, which changes throughout the course of an operation.
Understanding proper positioning as a leader is a key component of
effective Decentralized Command, not just on the battlefield. In any
team, business, or organization, the same rule applies.
The effectiveness of Decentralized Command is critical to the
success of any team in any industry. In chaotic, dynamic, and rapidly
changing environments, leaders at all levels must be empowered to make
decisions. Decentralized Command is a key component to victory.
APPLICATION TO BUSINESS
“Can I take a look at your org chart?” I asked the regional president of an
investment advisor group. The “org chart” depicted his team’s
organizational structure and chain of command. Responsible for dozens
of branches and over a thousand employees, the president was smart and
driven. He didn’t have a great deal of leadership confidence, though he
seemed eager to learn.
“We don’t really have one that is current,” the president responded.
“I like to hold that information close. If it gets out and people see it, they
might get upset that they actually report to someone they see as one of
their peers. I’ve had to deal with this before.”