the enemy of the good

There is no point … in letting the best be the enemy of the good. 

The Economist, March 10th, 2001, p.20. 

Taken from Le mieux est l'ennemi du bien. Voltaire, Dictionnaire Philosophique (The Best Is The Enemy Of The Good).

to know our neighbors

Every time I open a newspaper, I am reminded that we live in a world where we can no longer afford not to know our neighbors. 

Yo-Yo Ma

The Silk Road Project Homepage.

trust is the coin of the realm

Trust is the coin of the realm for creating the harmony, speed, and teamwork to achieve success at the lowest cost… Yet it’s not enough to trust your people; you must be able to convey that trust in a manner that subordinates can sense. Only then can you fully garner the benefits… I had to build awareness and trust above me. This takes significant personal effort, and the information age has not made this easier or removed the need for face-to-face interaction.

I found staff visits and daily or weekly visits – reducing reports and getting out more to see units on their turf – essential to building trust. And “hand-con,” maintaining relationships, takes time to build, and can be lost in a second – and you may not get a chance to get it back. High morale is reflected by the absence of self-pity. Resourceful leaders do not lose touch with their troops. A leader’s job is to inculcate high-spirited, amiable self-discipline. Leaders must always generate options by surrounding themselves with bright subordinates and being catalysts for new ideas. 

Jim Mattis

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 240

commander's intent

From a leader’s perspective, intent is the starting point. “Commander’s intent” has a special meaning in the military that requires time and thought. A commander must state his relevant aim. Intent is a formal statement in which the commander puts himself or herself on the line. Intent must accomplish the mission, it has to be achievable, it must be clearly understood, and at the end of the day, it has to deliver what the unit was tasked with achieving. Your moral authority as a commander is heavily dependent on the quality of this guidance and your troops’ sense of confidence in it: the expectation that they will use their initiative, aligning subordinate actions. You must unleash initiative rather than suffocate it…

By conveying my intent in writing and in person, I was out to win their coequal “ownership” of the mission: it wasn’t my mission; rather from private through general, it was our mission. I stressed to my staff that we had to win only one battle: for the hearts and minds of our subordinates. They will win all the rest…

Jim Mattis

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 238, 239

we should not want our job too much

To do our jobs well, we should not want our job too much.

Secretary George P. Shultz

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 184