In The Trenches — A Foxhole Analogy
For a long time, I’ve been using an analogy from my experiences in the military to describe the importance of trust and confidence within a team. It has been my experience that with trust comes the confidence we need to do our work and focus on the things that matter. To illustrate this point, I would like to discuss the military’s use of foxholes.
A foxhole, slang for “fighting position”, is a type of defensive strategic positioning formed by digging a pit or trench. In basic training, every soldier learns the technique and strategy for building and maintaining their own foxhole. Using an entrenching tool, a small collapsable shovel, soldiers are paired off by height and ordered to dig a hole large enough to fit both members comfortably at chest height. Once completed, each member will continue to improve their fighting position by adding foliage from the surrounding area to provide camouflage. It is said that a foxhole is never “done” and that it must be continually improved and maintained.
Once the foxhole has been dug and camouflaged, each soldier is responsible for keeping their “buddy” alive. This is achieved by maintaining a set of firing sectors. The soldier on the left covers everything from left to middle while the soldier on the right covers everything from right to middle. If each soldier continues to maintain their position and attention to their sector, the other will remain protected. The key to the success of this strategy is that each soldier must trust that their buddy will protect their vulnerable side. A soldier that lacks trust in their buddy will expose both soldiers to a greater risk of being shot.
When several foxholes are setup to maintain a perimeter for a particular asset, the combined effect is the protection of that asset. In the diagram below, the US is protected by a perimeter of soldiers working in small 2-person teams. The mission is achieved when all team members honor their commitment and work as a team.
When teams are firing together, the rest of the organization wins. Each of us needs to establish a level of trust within our own teams that allow us to feel confident in our ability to succeed together. When we trust the person sitting next to us, we will have more confidence in their ability to get the job done. We can approach each other differently by seeking first to listen and understand. We should hold the belief that while we may not always agree with each other, we can accept that each of us are trying to win together. For this to work, it must also be reciprocated. When one person fails, the team fails.
Leaders need to help their teams establish ground rules to create safe work environments where team members can feel both confident and vulnerable. Being vulnerable isn’t a weakness. Like the soldiers in the foxhole, giving up “control” and allowing one’s self to be vulnerable, ultimately strengthens the dynamics of that team. Being comfortable to discuss your strengths and weaknesses is paramount to your team’s ability to grow. Your strength may compensate for another’s weakness, while other’s strengths may fill the gaps in your own. Too often, people are scared to share what they do not know, for fear that they may be seen as a fraud. This approach leads to siloed thinking and slows the progress of learning (and winning). Instead, be open about what you do not know so others may help guide your knowledge. Establish a social contract within your own teams to encourage trust and vulnerability where team members feel like they have each other’s backs.
Soldiers in the foxhole are not told to protect the “asset”, instead, they are told to protect their buddy. It’s through this reciprocated effort that the asset is protected. In the same way, I encourage teams to work for each other, not for the company. Being responsible and accountable to your peers is more meaningful. The company is an abstract concept without empathy or emotion. The company isn’t going to be in the trenches with you when you’re the only one in the office at 11pm. Focus on being a better team member and encourage your peers to do the same. Establish trust by encouraging vulnerability. If you do, you’ll have a team of people who are willing to give their life for you!
