Leadership Lessons from Admiral Nimitz - Lean Agile US 2020

Feb 25, 2020Download as PPTX, PDF0 likes314 views

Nimitz demonstrated effective leadership in complex situations through his use of slack time, commitment to learning and growth, and building of psychologically safe environments. He organized his staff and fleet into networks to promote collaboration and learning. Nimitz also made time for recreation to allow subordinates distance from problems and bond outside work, using slack time to access diverse experiences and identify lessons.

excella.com | @Honer_CUT
Long Walks, Horseshoes,
and Train Rides: Leadership
Lessons from Admiral Nimitz
Trent Hone

excella.com | @Honer_CUT
• In a complex system?
• When the relationship between cause and effect
is delayed and non-linear?
• When direct action is less fruitful than influence?
What does leadership mean…?

excella.com | @Honer_CUT
Introductions
Fleet Admiral Chester W. Nimitz
• Commander-in-Chief, Pacific
Fleet and Pacific Ocean Areas
Trent Hone
• Fellow at Excella
• Agile (all forms) Enthusiast
• Award-Winning Naval Historian

excella.com | @Honer_CUT
Go to the Pacific

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B&O to Chicago
Photo: Roger Puta - https://www.flickr.com/photos/129679309@N05/27419555100/

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Santa Fe to Los Angeles
1949 Brochure - http://old.atsfrr.org/resources/Haben/Super%20Chief/Super%20Chief%201949/index.htm

excella.com | @Honer_CUT
Nimitz takes the train in order to:
• Segment his work (out of old role and into new one)
• Review available information
• Prepare for the next challenge
Effective Use of Slack

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• Creativity requires slack;
it is essential for change
• David Woods calls this
“adaptive capacity”
• The more highly
specialized (efficient) we
become, the less
adaptable we will be
Using
Slack

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“It could have happened to anyone…”

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Diversity of Experience

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No Stranger to Mistakes

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Keep the Entire Staff

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Nimitz keeps the whole staff because:
• Morale is critical – he wants to “redeem” them
• Their knowledge and expertise is valuable
• He wants to give them a chance to succeed
Commitment to Growth

excella.com | @Honer_CUT
• Learning environments
are often “wicked”
• New contexts “break”
established lessons
• Diversity of
experience/perspective
essential for creative
problem-solving
Broad
Experience

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A Culture of Learning

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Organizing the Staff

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Organizing the Fleet

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Task Forces and Type Commands
Task Force 11 Task Force 16 Task Force 8
Carrier Carrier Carrier
Cruiser Cruiser
Cruiser Cruiser
Cruiser Cruiser
Cruiser
Cruiser CruiserCruiser
Cruiser Cruiser
Destroyers Destroyers Destroyers
CarrierCarrier Type
Cruiser Type
Destroyer
Type

excella.com | @Honer_CUT
Nimitz arranged the staff so that:
• He could gain a diverse set of perspectives
• People were in roles that resonated with their
abilities and dispositions
• He could delegate effectively
Networks for Learning – Staff

excella.com | @Honer_CUT
Nimitz arranged the fleet so that it could learn!
• Operational network (execute plans and tasks)
• Continual improvement network (always get better)
• Social network (connect, collaborate, and learn)
Networks for Learning – Fleet

excella.com | @Honer_CUT
• Behavior does not spread
”virally”
• Networks can be
structured to accelerate
change
• Clustered networks with
“wide bridges” spread
change the fastest
Learning
Networks

excella.com | @Honer_CUT
Setting the Stage

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Inviting Participation
Nimitz’s Questions:
• Is success likely?
• What are the
consequences of failure?
• Is it practicable?

excella.com | @Honer_CUT
Two Types of Failure
Unanticipated
• Reveal new lessons
• Celebrate learning
Attributable
• Avoid if possible
• Sanction if they occur

excella.com | @Honer_CUT
Nimitz deliberately created psychological safety:
• Regular framing – what are we doing and why?
• Encouraging participation – what are your ideas?
• Dual approach to failure – celebrate learning and
sanction violations
Building Psychological Safety

excella.com | @Honer_CUT
• Frame the work and
emphasize purpose
• Demonstrate situational
humility, practice inquiry,
and establish reinforcing
stuctures
• Express appreciation,
destigmatize failure,
sanction violations
Fearless
Leadership

excella.com | @Honer_CUT
More Slack… Horseshoes

excella.com | @Honer_CUT
Swimming & Walking

excella.com | @Honer_CUT
Nimitz made space for regular recreation:
• Create distance from problems
• Allow subordinates time to work
• Bonding outside of “work”
Effective Use of Slack

excella.com | @Honer_CUT
• Use downtime
• Access depth of
experience
• Reconfigure networks
• Identify lessons
• Deliberately foster safety
Slack is the
Glue

excella.com | @Honer_CUT
Summary
Create a virtuous cycle
• Create room for slack, downtime, and
recreation
• Collaboratively leverage your “range”
• Be deliberate about networks for
learning
• Actively increase psychological safety

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Leadership Lessons from Admiral Nimitz - Lean Agile US 2020

1. excella.com | @Honer_CUT Long Walks, Horseshoes, and Train Rides: Leadership Lessons from Admiral Nimitz Trent Hone

2. excella.com | @Honer_CUT • In a complex system? • When the relationship between cause and effect is delayed and non-linear? • When direct action is less fruitful than influence? What does leadership mean…?

3. excella.com | @Honer_CUT Introductions Fleet Admiral Chester W. Nimitz • Commander-in-Chief, Pacific Fleet and Pacific Ocean Areas Trent Hone • Fellow at Excella • Agile (all forms) Enthusiast • Award-Winning Naval Historian

4. excella.com | @Honer_CUT A New Role

5. excella.com | @Honer_CUT Go to the Pacific

6. excella.com | @Honer_CUT B&O to Chicago Photo: Roger Puta - https://www.flickr.com/photos/129679309@N05/27419555100/

7. excella.com | @Honer_CUT Santa Fe to Los Angeles 1949 Brochure - http://old.atsfrr.org/resources/Haben/Super%20Chief/Super%20Chief%201949/index.htm

8. excella.com | @Honer_CUT Nimitz takes the train in order to: • Segment his work (out of old role and into new one) • Review available information • Prepare for the next challenge Effective Use of Slack

9. excella.com | @Honer_CUT • Creativity requires slack; it is essential for change • David Woods calls this “adaptive capacity” • The more highly specialized (efficient) we become, the less adaptable we will be Using Slack

10. excella.com | @Honer_CUT “It could have happened to anyone…”

11. excella.com | @Honer_CUT Diversity of Experience

12. excella.com | @Honer_CUT No Stranger to Mistakes

13. excella.com | @Honer_CUT Keep the Entire Staff

14. excella.com | @Honer_CUT Nimitz keeps the whole staff because: • Morale is critical – he wants to “redeem” them • Their knowledge and expertise is valuable • He wants to give them a chance to succeed Commitment to Growth

15. excella.com | @Honer_CUT • Learning environments are often “wicked” • New contexts “break” established lessons • Diversity of experience/perspective essential for creative problem-solving Broad Experience

16. excella.com | @Honer_CUT A Culture of Learning

17. excella.com | @Honer_CUT Organizing the Staff

18. excella.com | @Honer_CUT Organizing the Fleet

19. excella.com | @Honer_CUT Task Forces and Type Commands Task Force 11 Task Force 16 Task Force 8 Carrier Carrier Carrier Cruiser Cruiser Cruiser Cruiser Cruiser Cruiser Cruiser Cruiser CruiserCruiser Cruiser Cruiser Destroyers Destroyers Destroyers CarrierCarrier Type Cruiser Type Destroyer Type

20. excella.com | @Honer_CUT Nimitz arranged the staff so that: • He could gain a diverse set of perspectives • People were in roles that resonated with their abilities and dispositions • He could delegate effectively Networks for Learning – Staff

21. excella.com | @Honer_CUT Nimitz arranged the fleet so that it could learn! • Operational network (execute plans and tasks) • Continual improvement network (always get better) • Social network (connect, collaborate, and learn) Networks for Learning – Fleet

22. excella.com | @Honer_CUT • Behavior does not spread ”virally” • Networks can be structured to accelerate change • Clustered networks with “wide bridges” spread change the fastest Learning Networks

23. excella.com | @Honer_CUT Setting the Stage

24. excella.com | @Honer_CUT Inviting Participation Nimitz’s Questions: • Is success likely? • What are the consequences of failure? • Is it practicable?

25. excella.com | @Honer_CUT Two Types of Failure Unanticipated • Reveal new lessons • Celebrate learning Attributable • Avoid if possible • Sanction if they occur

26. excella.com | @Honer_CUT Nimitz deliberately created psychological safety: • Regular framing – what are we doing and why? • Encouraging participation – what are your ideas? • Dual approach to failure – celebrate learning and sanction violations Building Psychological Safety

27. excella.com | @Honer_CUT • Frame the work and emphasize purpose • Demonstrate situational humility, practice inquiry, and establish reinforcing stuctures • Express appreciation, destigmatize failure, sanction violations Fearless Leadership

28. excella.com | @Honer_CUT More Slack… Horseshoes

29. excella.com | @Honer_CUT Swimming & Walking

30. excella.com | @Honer_CUT Recreation

31. excella.com | @Honer_CUT Nimitz made space for regular recreation: • Create distance from problems • Allow subordinates time to work • Bonding outside of “work” Effective Use of Slack

32. excella.com | @Honer_CUT • Use downtime • Access depth of experience • Reconfigure networks • Identify lessons • Deliberately foster safety Slack is the Glue

33. excella.com | @Honer_CUT Summary Create a virtuous cycle • Create room for slack, downtime, and recreation • Collaboratively leverage your “range” • Be deliberate about networks for learning • Actively increase psychological safety

Editor's Notes

#13: Decatur
#16: Cognitive entrenchment
#23: Emphasize and leverage social connections
#31: Beach party on Guam – May 1945

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Leadership Lessons from Admiral Nimitz - Lean Agile US 2020

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