The Pursuit: Volume 33
Air Force Leadership Lessons; Commitment Isn't Convenient + Sample Workouts
[COFFEE] = Hopscotch Coffee & Records: Tanzania Peaberry.
I’m always game to try a new bean/roast from Africa. This one did NOT disappoint! Tasting notes claim cherry, grapefruit, cocoa, and tangy acidity. I find “earthier” than the Ethiopians I typically drink. I’m a fan and will add this to my regular rotation, as long as they carry it. Amazing. 4.5/5
[MUSIC] = Dad Rock.
Seriously, Spotify has a playlist called “Dad Rock” and it’s exactly what my Dad listens to: Van Morrison, Tom Petty, The Band…
Pops has good taste!
[BOOK] = This recommendation is from the Air Force Leadership Conference (more on this below)
Turn The Ship Around by David Marquet - Actionable insights on how to change the culture in an organization if you’re a new coach, manger, or leader. (Or you’re the existing leader and you know things to change.)
Some of the more common books were also mentioned, like Atomic Habits and Extreme Ownership, but I assume you’ve heard those before, so I want to highlight the recommendations that are most likely to be new & helpful for you.
[PODCAST] =
Not 1, But 3 New Better Human Project Episodes! I told you the BHP was being revived:
Got a guest you’d like to hear on the BHP? Let me know:
—> NEW Coaching Option!
For those who want coaching, mentorship, and accountability with me, I’m opening up a new Group Coaching option.
My time is limited, so I cannot take on more 1:1 clients right now.
(And for some, the $750/month payment for that 1:1 coaching is a limiting factor.)
The solution: group coaching that features accountability and mentorship via tips, lessons, and direct virtual access to me for all things nutrition, fitness, mindset, “high performance” and leadership.
Any questions, email me.
Leadership Lessons from The US Air Force
Last week, I had the opportunity to be the keynote speaker at the Air Force’s annual leadership conference.
It was a productive event with a wonderful unit, and I’m incredibly grateful for the experience & opportunity.
Instead of telling you what I told them, I’m going to share some of things I learned while I was there.
These are takeaways from the organization itself, leaders I talked to/worked with, and from other speakers.
Set your people up for success
This event was only possible because of the commitment to development and allotment of resources (time and money) to help develop future leaders.
This stems from the top and - especially in a government agency - requires a commitment that means fighting for, earmarking, and protecting those resources: both financial and people/time.
Its easy to save money or time in the short term by “doing it yourself” or other wise skipping the training/development of our teams, but this short-sighted approach always leads to diminished long term progress/results.
It was a pleasant change of pace to be in an environment where the entire organization is bought in, and committed to the development of their future leaders.
Most people want to help other people/“their people”
Tasks can be seen as a pain in the ass. But if we shift our perspective and see these actions, not as tasks, but as supporting, showing up for, or helping our people, we’re usually much more willing to jump in and do the thing(s).
Great coaches, managers, and leaders understand the value of effective communication and are careful to phrase and position directives/orders/commands/duties so that they are more easily received thorough that lens.
Great leaders take care of & protect their people.
One of my main themes is commitment - and specifically the understanding that our commitment to a standard of excellence (in any endeavor) means that we must uphold that commitment even when it is uncomfortable, or isn’t convenient. (More on this aspect of commitment later in this post.)
Col. Hale was one of the speakers and he demonstrated this beautifully when he told the story of handing out disciplinary actions directly (rather than having the 1st SGT deliver the news) so that the 1st SGT could remain the “good guy” and supporter/advocate for the Airman being disciplined.
Doesn’t sound like a big deal, especially if you’re not familiar with Air Force rankings and their associated hierarchy. So if those rankings muddy the water for you, think of it this way: the Boss handed down the punishment instead of delegating it to a messenger. He knew the messenger’s role what that of advocate for the person being disciplined. Rather than pawn off the uncomfortable conversation, he handled it himself, intentionally holding space for the Airman’s advocate to remain in good standing with the advocate. He sacrificed “being liked” for the good of 2 of his people. That’s great leadership.
Practice “Intrusive Leadership”
This phrase is a new initiative for the Air Force. At first the word intrusive may rub us in a negative way, but it’s actually a great philosophy. The gist of it is this - get to know your people. Have conversations that go deeper than the surface level BS/small talk.
If we think about the coaches and leaders who have made the biggest impact on us, I’m willing to bet, that impact stemmed from them “taking an interest” in us - aka, “intruding” beyond the normal barriers that most outsiders never (care to) cross.
If we want to be great leaders - people who make massive positive impact on others - we must take an interest, get to know them, and help them be & do better.
My Theory of Awareness & Communication
I have a theory that I’m currently testing. So, please poke holes in it if you can —> (almost) every “issue” can be distilled down to a root cause of lack of awareness &/or breakdown in communications.
Want Me To Speak At Your Place?
If you’d like me to speak at your place of business or work with your team/organization (keynotes, breakout sessions, workshops with leadership teams, etc) click the button below to email me and let’s set it up!