Into the Eye of the Storm
Episode 8 — Colonel Joe Dowdy, USMC (Retired)
As an early young Marine, Joe Dowdy learned a valuable lesson in leadership from his first battalion commander, Anthony Zinni. When someone you lead makes a mistake it is important to correct the mistake, but it is most critical to ensure the subordinate is not torn down, rather is built up. Out of that experience, Dowdy took many lessons or what he calls “The Rules of Combat.” One of which is my favorite…
Be a teacher not a lecturer, Be a student not a critic
Complexity and leadership are woven throughout Colonel Dowdy’s career. From the streets of Beirut to working in NASA, Joe learned that the most effective way to navigate complexity is through a style of leadership that ensures people know you care about them while you focus on the mission at hand.
In this episode, Joe and I delve into his “Rules of Combat” which really are maxims of leadership he has picked up in his rich and varied experience both in the Marine Corps as well as in the private sector.
I think you’ll find his experiences and lessons of leadership in the wake of Hurricane Katrina very helpful to any situation you may be facing.
I thought it would be good to list these lessons of leadership and give you my interpretation for how you can use them in your professional endeavors.
Joe Dowdy’s Rules of Combat (my interpretation in italics)
- The Enemy always has a vote. (your competitor may not do what you expect…so expect it)
- Don’t generate your own friction. (don’t cause your own challenges and roadblocks, you’ll have enough from outside forces)
- No plan survives first contact with the enemy, for the plan is nothing, but planning is everything. (the process of planning helps you anticipate forks in the road so when you are in the implementation of your plan and the situation has changed, you are mentally prepared for the change.)
- Nothing is as good or bad as initially reported. (Be patient, never react on the first report)
- Time spent on reconnaissance is seldom wasted. (spend the time upfront researching, testing, and prototyping…it will allow you to anticipate the future and learn about your system)
- Be the teacher, not the lecturer. Be the student, not the critic (I have nothing to add to that statement…)
- Situational Awareness is not enough, what you are trying to achieve is Situational Understanding. (Understanding comes building the appropriate perspectives to learn about your complex system and challenge)
- There are no big things, only a bunch of little things that band together into big things. (In planning and execution the little things are what matters)
- Tracers go both ways. (you’re actually in a competitive environment and others are taking action to win, so be aware of them and what they are doing)
- The measure of a good organization is not how well they do in your presence, but how well they do in your absence. (Great Leadership empowers so the team knows the why, what, and how without you being there.)
- Don’t let the pursuit of perfection get in the way of good enough. (exactly…)
- See things for what they are, but see things for what they need to be. (as a leader don’t wait to be told to fix something…fix it and make your organization better)
- Remember the Law of the Triangle. You can have two, but you can’t have all three. (You’ve heard it as “fast, cheap, good — Pick two”)
- As long as you do not violate any principles, it is all technique. Just don’t violate any principle. (Leaders who give their intent and purpose as well as provide the boundaries of which to operate thus empower their teams and organizations to perform well. So don’t get caught up in the techniques as long as the intent and purpose are being achieved.)
Connect with Joe Dowdy on LinkedIn.
Joe Dowdy founded Lyceum Global Consulting in 2005, and entered into organizational development and performance improvement consultative services. He counted among his clients a variety of private sector firms including Bell-Riddell Sports, Global Santa Fe Drilling, Noble Energy, TransOcean, Rowen Companies Wal-Mart and Qualcomm. In the wake of the devastating effects of Hurricane KATRINA, Mr. Dowdy served as an Advisor to the Center Director of NASA’s Stennis Space Center, MS and the Senior NASA Official in-charge of disaster relief and assistance. In this capacity, Mr. Dowdy provided advice on crisis management, organizational improvement activities and the development of future campaign plans for NASA and FEMA.
He joined NASA’s Kennedy Space Center as the Chief of Staff and Special
Operations Manager in the Office of the Center Director. He provided advice on organizational matters, oversaw integration activities in the business processes and strategic planning and execution. Mr. Dowdy served as the Chief of the Strategic Studies and Analysis Division at Headquarters, NASA, during a six-month detail. He proudly served as a senior advisor to the Center’s leadership development program, Foundations of Leadership. Mr. Dowdy represented the Kennedy Space Center in numerous public events.
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