The Idea in Brief
Imagine building a team of 40,000 in just two months. Now imagine that team supplying 550,000 support staff with everything they need to do their jobs—in an environment with no preexisting organizational infrastructure.
That’s what William Pagonis did while leading the 1991 Gulf War theater logistics. By military standards, his assignment was challenging. By nonmilitary, it was unprecedented.
How did Pagonis succeed? He demonstrated two interrelated leadership traits:
- Expertise—he had a rock-solid skill base and “knew his stuff.”
- Empathy—he knew what team members needed and how to supply it, thus earning their trust.
Here’s how he cultivated these qualities at the personal and organizational levels.
The Idea in Practice
Steps To Personal Leadership
1. Know yourself. Regularly assess your “raw material”—your strengths and weaknesses.
2. Build on your “raw material.” Sharpen your existing talents; compensate for those you lack.
3. Be real. Play to your strengths; e.g., if humor comes naturally, use it to connect with others.
4. Know what and how to communicate. Example:
Feedback from subordinates told Pagonis he did not listen well. With minor adjustments (better eye contact, quiet listening), his report card improved.
5. Know your mission. What needs to be done? How can you accomplish it? Example:
Pagonis used a binder containing ongoing updates to stay informed. He studied it constantly. “Attached to his hip,” it gave him a “magic grasp” of the details.
Steps To Collaborative Leadership
Leaders don’t operate in isolation; they need collaboration, too. Combine centralized control with decentralized execution.
1. Shape your organization’s vision. Coin simple sentences that capture the vision. Then aggressively disseminate them. The message “Not one more life!” covered napkins, banners, buttons, and newsletters during the Gulf War.
2. Ask your people to define specific and quantifiable objectives to realize the vision.
3. Educate. Ensure everyone shares the same information, including the vision and objectives. Example:
In “skull sessions,” Pagonis’ subordinates imagined handling hypothetical situations. Learning to think collaboratively and anticipate problems, they did their “Monday-morning quarterbacking on Saturday night.”
4. Give and get feedback. Example:
Pagonis designed a multi-step evaluation process. He assessed individuals one month into their tenure, identifying accomplishments and improvement areas. Then he gave them time to strengthen their skills before final evaluation.
5. Emphasize formal and informal communication. Example:
Pagonis used structures such as “stand-up” meetings (quick status reports); “sit-downs” (concentrated analysis); 15-minute “Please See Me’s” (specific questions and problems); and a low-tech, high-yield system whereby people answered each other’s questions within 24 hours by circulating index cards through the ranks.
With informal communication, pursue contact with colleagues and subordinates. Serve as role model, sounding board, and cheerleader. Example:
Through daily basketball games, troop dinners in his home, and “management by walking around,” Pagonis became a constant, authentic presence throughout his command.
It has been a year and a half since I completed my tour of duty in Saudi Arabia as head of the United States Army’s 22nd Support Command. And in the wake of the Allied victory over Iraq, I’ve read and thought a lot about my logistics profession. But I’ve also done a great deal of thinking about the goals, qualities, and prerequisites of leadership. And based on that reflection, I’ve reached a number of conclusions.
