Juran Blog

One of the biggest challenges facing our U.S. military today, like many organizations, is leadership. 

According to the Washington Post, since 2001, a dozen commanders have cycled through top jobs in Iraq, Afghanistan, and the U.S. Central Command which oversees both wars. 

To put this in perspective, imagine your organization turning over key C-suite leaders a dozen times in nearly a decade?  What impact would that have on your culture, your customers, and your company’s health?

The U.S. military is struggling with the same issues we see in many organizations. More and more Boards and CEOs are asking the vital question:  “How can we build and sustain the leadership pipeline and ensure a succession of capable leaders who can manage and lead change?”

It has never been more important for the military, and every organization for that matter, to be focused on building capable leaders for the future.  It’s understandable that fighting the battle or managing through a recession is a priority right now.  Nonetheless, without a plan to develop and sustain leaders, those business objectives cannot be achieved. 

There are four key questions to ask when assessing your leadership bench (military, services, manufacturing, etc. leaders alike):

1. What leadership skills and perspectives are critical for success now and in the future?
2. How strong are current leaders in these critical skills and perspectives?
3. How aligned is today’s leadership strength with what will be the most important skills and perspectives in the future?
4. What are the critical positions or roles that are vital to the organization’s success? 

After all, there’s no substitute for strong leadership.

Janice Doucet Thompson, MHROD