Transcript No Slide Title

LEADERSHIP IN CRISIS
SITUATIONS
Presentation to:
New Jersey Public Safety’s 9th Annual Excellence
in Policing Leadership and Accreditation Conference
October 29, 2013
BARRY R. McCAFFREY
GENERAL, USA (RETIRED)
211 N. Union Street, Suite 100
Alexandria, VA 22314
[email protected]
703-519-1250
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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BIOGRAPHY OF GENERAL
BARRY R. McCAFFREY, USA (Ret.)
Barry McCaffrey served in the United States Army for 32 years and retired as a four-star General.
At retirement, he was the most highly decorated serving General, having been awarded three Purple Heart medals
(wounded in combat three times), two Distinguished Service Crosses (the nation’s second highest award for valor)
and two Silver Stars for valor.
For five years after leaving the military, General McCaffrey served as the Director of the White House Office of
National Drug Control Policy (ONDCP). Upon leaving government service, he served as the Bradley Distinguished
Professor of International Security Studies from 2001-2005; and an Adjunct Professor of International Security
Studies from 2006-2010 at the United States Military Academy at West Point, NY. He served as an Associate Professor
in the Department of Social Sciences from 1973-1976 teaching American Government and Comparative Politics.
General McCaffrey is a member of the Council on Foreign Relations and the Inter-American Dialogue. He
serves on the Board of Directors of the National Association of Drug Court Professionals and the Atlantic Council of
the United States. He has served on the Board of Directors of several corporations in the engineering design,
technology, and services sectors. He also serves on the Board of Directors of CRC Health Group – the nation’s largest
behavioral health care company. He has recently joined the Board of Directors of Prospira PainCare, Inc. He is also
proud to serve on South Carolina’s SCRA Board of Advisors.
General McCaffrey attended Phillips Academy, Andover, Mass.; and graduated from West Point with a Bachelor
of Science degree. He earned a master's degree in American Government from American University and attended the
Harvard University National Security Program as well as the Business School Executive Education Program.
In 2007 he was inducted into the US Army Ranger Hall of Fame at the US Army Infantry Center, Ft. Benning,
GA. In May 2010, he was honored as a Distinguished Graduate by the West Point Association of Graduates at the
United States Military Academy.
General McCaffrey is married to Jill Ann McCaffrey. They have three married adult children and six
grandchildren. Their son, Colonel Sean McCaffrey, just retired from the Armed Forces after his third combat tour.
Currently, General McCaffrey is President of his own consulting firm based in Alexandria, Virginia
www.mccaffreyassociates.com. He also serves as a national security and terrorism analyst for NBC News.
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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LEADING DURING CRISIS
 AUTHORITY POWER.
(Hire-Fire-Promote-Compensate)
 EXPERT POWER.
(Judgment and Experience Produce Success)
 REFERENT POWER.
(Does your team see you as a positive example)
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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THREE DIMENSIONS OF LEADERSHIP
 LEAD YOUR SUBORDINATES.
 CONNECT THE TEAM HORIZONTALLY.
 REINFORCE YOUR SENIOR LEADERSHIP.
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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FACTORS OF EFFECTIVE LEADERSHIP

WHEN IN CHARGE…TAKE CHARGE.

DEVELOP A PLAN.

MANAGE DOWN ONE LEVEL…SEE DOWN TWO.

DON’T EVER BE SATISFIED.

GO FIRST.
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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LEADERSHIP ASSUMPTIONS
ABOUT PEOPLE
 THEORY X? (Pain Avoidance – goal disconnect between
mission and individual)
 THEORY Y? (Success drives individual – pride links
individual to mission)
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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ALL CHANGE BOTH GOOD AND BAD –
IS RESISTED WITH EQUAL INTENSITY
 COGNITIVE DISSONANCE – AUDIENCE FILTERS OUT THE
LEADER’S MESSAGE.
(Use the right language – common values and link to the past)
 PREVENT AUDIENCE CHANGE OF PERCEPTION OF THE
LEADER.
(Sell the messenger and then the message)
 SELL THE REWARDS OF ACCEPTING CHANGE.
(We are solving your problems not mine)
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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LEADERS ORGANIZE – DON’T THEORIZE
 FORGET THE MBA MODEL…NOT NUMBERS BUT OUTCOMES.
 FOCUS ON THE CUSTOMERS.
 BACKWARD PLAN THE BUSINESS CONCEPT (PEOPLE, RESOURCES,
PLAN, TIME) HOW DID WE GET TO THE OUTCOME?
 DON’T DO PERFECT WORK – ISSUE SIMPLE MISSION AND WARNING
ORDERS TO YOUR SUBORDINATES IMMEDIATELY.
 DE-CENTRALIZE – GIVE RESOURCES, AUTHORITY, AND
ACCOUNTABILITY TO YOUR SUBORDINATE TEAM LEADERS.
 WHO IS IN CHARGE?
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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TAKE CARE OF YOURSELF!
 BE IN GOOD PHYSICAL SHAPE.
(overweight, alcohol, tobacco, exercise)
 GET 31/2 HOURS OF SLEEP, EAT TWO MEALS, READ.
 REMEMBER YOUR HONOR.
(What would your Mom say?)
 AT RETIREMENT – HOW WILL YOU BE VIEWED BY YOUR
FAMILY AND THE RISING LEADERSHIP?
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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TEN LEADERSHIP LESSONS
•
The difference between being selected as Chairman/CEO or Vice-President.
•
The only consistent trait of very successful leaders.
•
The relative power of reward and punishment.
•
Invest in technical expertise and leadership development – the same as financial controls,
marketing, capital investment.
•
Decentralize authority, resources, time, and accountability to subordinate commanders.
•
Units do what the commander checks.
•
Listen to your boss – you may be about to learn something.
•
Be careful about competition among subordinate elements using comparative metrics.
•
The leader must not share his worst fears with the troops.
•
Lessons from Colin Powell – Honor the first line workers.
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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LEADERSHIP INSIGHTS –
SPEAKING FROM EXPERIENCE
•
Changing a leadership culture cannot be
dictated from above.
•
How to easily run large, complex
organizations.
•
Don’t ask people for more than they can do.
•
•
Develop sensible financial controls or
someone will steal the money 100% of the
time.
Realistic training and rehearsal of
procedures will absolutely predict crisis
behavior.
•
How to successfully execute complex plans.
•
Teach integrity…set the example…always
have compassion.
•
You cannot lead if the troops have not
granted you their trust.
•
Only try one major new initiative at a time.
•
•
You cannot borrow a leadership style that
does not fit you.
When you screw up – aggressively accept
personal responsibility.
•
Embrace diversity.
•
Communications – use the right words.
•
Stay scared -- and get in the first punch.
•
Only be transparent with a lawyer you are
paying.
•
Do not forget obedience.
•
Dealing with the international community –
follow the rules your mother taught you.
•
Being out front can be risky.
•
Be candid in addressing a personal
leadership confrontation but do not lay all
your cards on the table – especially in
writing.
•
If you are a drunk - we’ll never put you in
charge.
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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THE AMERICAN PEOPLE:
A CRISIS OF CONFIDENCE IN INSTITUTIONS
76%
US Military
57%
Police
48%
Religion
President
36%
35%
Medical System
34%
Supreme Court
32%
Public Schools
26%
Banks
Television news
23%
Newspapers
23%
10%
Congress
0%
20%
40%
60%
80%
Source: The Gallup Organization, Poll dated June 13, 2013
GEN Barry R. McCaffrey, USA (Ret.)
October 2013
www.mccaffreyassociates.com
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