maya angelou

"You may encounter many defeats, but you must not be defeated. Because it may be necessary to encounter the defeats, so you can know who you are, what you can rise from, how you can still come out of it."
                            - Maya Angelou

run to win

In Jerry Kamer's book Instant Replay, Jerry recounts on December 23, 1967, before the Green Bay Packers played the Los Angeles Rams in the Western Conference championship game, that Packer head coach Vince Lombardi  said the key phrase was "Run to Win".

Jerry wrote that Coach Lombardi said, "that many people enter a race and just think about finishing, or about coming in second or third, but that when we enter a race, we're only looking for one thing: We run to win."

In that speech, Mr. Lombardi took his text from one of St. Paul's Epistles. Jerry wrote he didn't know which one. Coach Lombardi had a way of making all the saints sound like they would be great football coaches.

Coach Lombardi - Forrest Gregg at left, Jerry Kramer at right

Do we always run to win? I know I don't. Which has beem unfortunate.. That's my fault, not anyone elses. What has Paul taught me about winning? To be frank, I'm not sure. But, again that's my fault, and I am now exploring how Paul can help me win.

Coach Lombardi gave some great advice and his team took that advice and "ran" with it. They won the game against the Rams, 28-7. Let's explore how we can take great advice and "run" with it. That way we will "run to win".

the decision doctrine

One of the most powerful qualities of doctrine is its scalability. Doctrine can be nested inside other doctrine. For example, the doctrine related to helicopters is nested inside the network-centric approach to fighting war.

There are four tenets:

• A robustly networked force improves information sharing;
• Information sharing enhances the quality of information and shared situational awareness;
• Shared situational awareness enables collaboration and self-synchronization, and enhances sustainability and speed of command; and
• These, in turn, dramatically increase mission effectiveness.

The distributed approach to managing helicopters flowed from this higher level doctrine, especially in how to achieve self-synchronization. A shared framework was used so all helicopters could operate. Action was taken to use the framework. Doctrine was used to improve performance.

Let's look at the event. What guidelines are needed to produce a successful event?

• Rules: the power of ideas to change attitudes.
• Responsibilities: who is the event for? Define this guide decisions.
• Resources: best practices for designing, promoting and sponsoring.

Good doctrine becomes embedded in the culture.

How can you apply doctrine?

• See where you might already have elements of doctrine.
• Identify areas.
• Involve the broader team
• Focus on principles, not policies.

Good doctrine provides the empowerment, autonomy, and direction.

Business leaders recognize the importance of pushing decision-making down the organization and out to the front line. Leaders must create mechanisms that keep everyone aligned to the mission and coordinated in the field. The traditional tools of management — strategy and planning — are no longer sufficient. Strategies lack guidance and plans are to rigid to adapt.

Doctrine guides decisions.