Licensee Badge
Submitted by jasonschermerhorn on
in

Forums

Dear Colleagues,

Has anybody introduced the Manager Tools Trinity in a military command or unit? I am thinking of bringing it in at my next unit, but wondered if it is optimal in that setting. Also wondered if there is any different guidance when using theses tools in the military arena.

Thanks,

Jason

lar12's picture
Licensee BadgeTraining Badge

I'm the brigade plans officer for a national guard IBCT. I use it

 

Every definition of a successful life includes service to others - President George H.W. Bush

7-1-2-4

 

jasonschermerhorn's picture
Licensee Badge

 LAR12- 

Are you using it on Reservists who drill once a month or on your active duty cadre? How do the soldiers receive it? Any modifications you'd recommend to it based on the military directs you are managing? Appreciate any thoughts or insights from your use of it in that setting. Thank you.

Jason

 

leanne's picture
Licensee Badge

I'm not military so I can't help specifically. I do have a few thoughts that might be useful:

1. Mark and Mike are former military themselves.

2. If your CO were to have weekly half-hour meetings with you where he asks you 'how's it going?' and you got to talk about all the things you want to communicate but he never has time to hear, would you like that? Or would you think it was stupid?

3. O3s, for instance, are meant to build trust in each other. And when going into a life-or-death situation, trusting and respecting your officer can't possibly hurt. Common sense and everything I've read says it probably helps. A lot. Obedience only goes so far.

nathankendrick's picture

I'm in a non-supervisory role now, so I can't say whether they work.  But as an officer with more than 14 years in, I can say with certainty, I _wish_ I had supervisors in the past who used them, and wish I had used them myself in past roles.

There's nothing non-military about having one-on-ones or giving feedback.  In fact, I would argue the best military officers already do.  I've made it a point to meet with my "directs" one-on-one, but never with the consistency or specific purpose of a M-T one-on-one.  They were always worthwhile, nonetheless.

I'd say go for it, but follow their advice to do it a stage at a time, not all at once.  Also, I would not make a big deal out if it.  Just schedule one-on-ones, make them important, make them consistent, and build trust through action and follow-through.  Unlike much of the "leadership" we get these days, you don't need to hold a roll-out meeting, post a vision statement, or announce your intentions with a long email.  Actions speak louder. But maybe that's just my high-S talking.

Good luck!

gearhead86's picture
Licensee BadgeTraining Badge

It's been used successfully in the military.  Mark mentioned it in several podcasts.

The military is isn't that different from any other organization.   You need to lead, motivate and develop the folks in your units.   They want and need feedback just like those of us in the corporate world.   You want to make sure that you give your direct reports the tools they need to succeed, both in your organization and in their future positions.

Just follow the roll out guidance outlined in the podcasts.   You may need to tailor it a bit to fit your style and organization's needs, but I'm sure you will do fine. 

The trinity is a great way to build the trust of the men and women of your unit.   I echo Nathan's earlier comment -- I only wish that the senior officers in my unit would have taken the initiative to provide feedback and the courage/knowledge to have meaningful development discussions with me.

Good luck.

 

Bill

lar12's picture
Licensee BadgeTraining Badge

The other comments are great info. I don't have any direct AD troops, all of mine are reservists. 

I modified the rollout timeline and wasn't as open with what I was doing. Our organization has a key leader that behaves like Niedermeyer from Animal House that impacted my decision on timing and mehtod. In order to mitigate the impact that "Niedermeyer" had on my team I went to them and said - "hey, we're doing this. BPT discuss on a monthly basis. It will help me help you with your career". The troops were all over it. Next month I started with positive feedback & the third month I started negative feedback.  So...in 6 calendar days, I rolled out 3 legs of the trinity. I've been using it about 9 months now. I make a concious effort to give more positive than negative feedback, in large part b/c of the bahavior that "Niedermeyer" constantly displays.

My junior officers love it. I'm due for a transfer in the next 90 days and I've had 3 ask if they can go with me.

I'm holding off on coaching - in large part b/c I'm not ready. 

I've also got to echo...I wish I'd of had a senior office do this for me. AND, like my old PSG used to tell me - Sir, don't get pissed at the army. You can't change the army. You can only change your grid square...one at a time.

lar12

 

Every definition of a successful life includes service to others - President George H.W. Bush

7-1-2-4

 

jasonschermerhorn's picture
Licensee Badge

LAR12, Leanne, Nathan, and Gearhead,

Thanks to you all for the thoughts and advice on this. I am committed to do the MT way when I get to my next unit. Completely agree with you that if you turn the question around, of course we'd all say that it would be great to do O3s with our seniors. The idea of adapting from Mike & Mark's dogma is good too - you know we are supposed to do counseling regularly - so I may just call it weekly counseling or I may just call it one on ones. Either way it is good to listen to your directs for so many reasons.

Thanks again for the motivating encouragement!

Semper Fi,
Jason