leadership blog

Some historians regard the Mexican defeat in the Texas Revolution as among the most influential developments in the emergence of the United States as a hemispheric and, eventually, a world power.

The Diamond6 Alamo Leadership Study offers thought-provoking insights from a battle and campaign that seem familiar—but are not generally well understood. On-the-ground study of this Revolution opens up discoveries that can benefit today’s leaders as they grapple with unpredictable change, inter-cultural influences, powerful personalities, a highly volatile environment, and competing stakeholder aims.

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The expectation is that to be effective, successful and respected by colleagues and subordinates a leader should be doing something all the time. Days are full of meetings, phone calls, emails and 24/7 accessibility. Every moment of the day must be filled or else we aren’t working hard enough. “No rest for the weary!” or “I’ll sleep when I’m dead!” are all too common phrases that we hear – either from others or we tell ourselves.

Our lives are hectic, there’s no doubt about that. Technology makes us accessible no matter where we are or what time it is, causing work time to flow over into our personal time. Who hasn’t checked work email at dinner or been on a conference call during soccer practice?

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With so many generations in the workplace, how do you find common ground to work optimally together?

Currently there are four generations in the workplace.  They are:

• WW II generation (born before 1943)

• Baby Boomers (born between 1944 and 1963)

• Generation X (born between 1964 and 1984)

• Gen Y or Millennials (born between 1985 and 2005)

Research has shown that each generation views work and careers differently though many experts disagree on the degree to which their perspective vary.  Furthermore, it is necessary to realize that this is at best imprecise, and those born on or around a so-called boundary years (i.e. 1963 between Boomers and Xers) might very well be inclined to be with one generation or the other.

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I have been thinking about what do great organizations do that differentiate them from good organizations, and there are a number of things. But one that sticks out to me is that great organizations do small things very well. Let me give you an example that I observed while watching the end of the 2016 college football season.

By any measure you would have to accept that the University of Alabama football team is successful at what they do despite losing in the NCAA football championships to Clemson University earlier this year. The Crimson Tide have won 16 national championships including four in the last eight years. They have made more bowl appearances (64) than any other team in NCAA history. Alabama has won 30 conference titles and had 11 undefeated seasons. Currently, there are 24 committed recruits to the Alabama football program in 2017. Five are ranked number one in the nation at their position, including Thomas Fletcher from Washington State. Thomas graduated from the prestigious IMG Academy and is a long snapper. [1]

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In January, Diamond6 Leadership and Strategy CEO Jeff McCausland traveled to Honolulu, Hawaii, with a group of college students. Their trip came only a month after the 75th anniversary of the attack on Pearl Harbor, and they planned to use the attack as a case study from which they could draw important leadership lessons. 

Below is a brief interview that was conducted with Jeff during the workshop that gives an overview of how he conducted this seminar, which gives some insight to the many other workshops D6 teaches as well.

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It seems like we are surrounded by crises. Sometimes they are private troubles and other times we worry about a problem we aren’t directly connected to. In mental health terms, a crisis refers not necessarily to a traumatic situation or event, but to a person’s reaction to an event. One person might be deeply affected by an event, while another individual suffers little or no ill effects. As we consider crises it may be useful to remember that the Chinese word for crisis summarizes its components. The word crisis in Chinese is formed with the combination of two characters — danger and opportunity. A crisis presents an obstacle, trauma, or threat, but it also presents leaders an opportunity for either growth or decline.

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Every American, no matter their age, conjures up a mental image of the attack on Pearl Harbor when they hear the date December 7. Today, we commemorate the 75th anniversary. This attack was a turning point in the history of our nation and the world. The war that followed lasted nearly four years, and the entire nation mobilized to meet this challenge. But ultimately it was leadership at all levels, exhibited initially on this Sunday morning in Hawaii that allowed America to be successful.

The actions of leaders on both sides of this historic battle made the difference in the events on that day — for better or for worse — and arguably set the conditions that determined the course of World War II. It is no overstatement to say that Pearl Harbor on the beautiful island of Hawaii proved to be one of the most important and intense “leadership laboratories” in the history of modern warfare.

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A distant snow-capped mountain peak beckoning through the clouds can effectively serve as a metaphor for an organization’s vision and top-level goals.  Visualizing standing on the summit, with its promise of uncharted horizons beyond, stirs the heart and inspires people to reach as high as they can.  Inspiration alone, however, will not produce sustained or tangible change in an enterprise.  With a clear vision, a sense of purpose, a committed team, and a path to the summit identified, what happens next in both mountaineering and in organizations is largely dependent on leadership.

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When Brigadier General (ret) Dana Born was coming up through the ranks as an Air Force officer, she often sensed that her male colleagues expected her leadership style to be just like theirs: directive, commanding, and hierarchical. But General Born’s natural leadership style—like that of many women—was more collaborative, democratic, and inclusive. Although her unique leadership style was inarguably effective, she often felt that her male superiors evaluated her style as too relational and collegial for a senior officer.

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Colonel Tom Vossler has long been the lead historian of Diamond6 Leadership. He has taken many of our groups through various Civil War battlefields, providing a historical playing field in which to discuss important leadership lessons.

In the past he has teamed up with Carol Reardon, the George Winfree Professor of American History at Pennsylvania State University, to write a history of the Battle of Gettysburg—A Field Guide to Gettysburg: Experiencing the Battlefield through Its History, Places, and People. They have come together once again to write A Field Guide to Antietam: Experiencing the Battlefield through Its History, Places, and People.

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A new turn of phrase has infected the Diamond6 office: “Is the juice worth the squeeze?”

CEO and founder of D6 Dr. Jeff McCausland began asking the question during staff meetings, and it is something that all employees have started to consider. Essentially, it boils down to the following concept: is the end result or reward worth the time and energy required to accomplish a task? Is what we are doing consistent with our mission, vision, and values particularly if it is going to demand considerable effort and resources?

This is a fundamental question that a leader must ask him/herself every day.

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So you don’t like your boss, or maybe your boss doesn’t like you. Either way, you two aren’t getting along and communication is breaking down. You’re starting to feel like the odd man or woman out on all the work that you once found fulfilling. But before you start heading toward the exit, perhaps you ought to reconsider. Having a bad boss can be an excellent opportunity to sharpen your leadership skills, so that you can lead everyone — even your boss — in the workplace. All that this requires from you is a proactive spirit and a desire to make the best office space possible.

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Traveling for business can completely throw off the best of intentions when it comes to making healthy food choices. Business meetings are often held at sub-par restaurants, workshops are stocked with breakfast pastries and airports have you trapped with fast food options (although, they are getting better!). This can feel overwhelming so you throw your hands up and think, “forget it. I’ll get back on track when I get home.” The only problem is you’ll feel crummy while you’re traveling, be exhausted and have to work extra hard when you get home to get back to your normal self.

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What makes some mentorship pairings take off, quickly becoming transformative developmental relationships, while others simply wither on the vine? This question often vexes mentoring program organizers. Even when a mentor and mentee appear ideally suited on paper, even when both claim real interest in the relationship, perhaps even sitting through a mentorship training session, some relationships never get off the blocks. Although most people report a preference for organically evolved (informal) mentorships, informally-developed relationships are less frequent. Organizations have learned that simply waiting for “nature to take its course,” for pairs to form informally, results in lower rates of employee mentorship. Therefore, more organizations attempt to launch mentorships through some formal strategy for pairing, training, and supporting mentor-mentee pairs. When a mentoring relationship has a formal “start date,” there are a few things effective mentors do to insure that those connections succeed. Here are two of the keys to starting your mentorship strong: be there and discern the dream.

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I have always known that my success in the military and since was due in large measure to several mentors who provided me critical assistance throughout my life. If you are blessed with a mentor, you know that he or she is only a phone call away despite the fact that you might not see each other for several years. I could always call my mentors day or night to seek their advice and assistance.

But what exactly is “mentoring” and why is it important? Mentoring has been described as a dynamic relationship in which a more experienced person (the mentor) acts as a guide, role model, teacher, and sponsor of a less experienced person (the mentee). It is based on several distinct elements including:

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Standing in front of the fish counter to choose a healthy fish for dinner can feel like a daunting task. You might ask yourself:

• “Should I choose farmed or wild?”

• “Which fish is high in mercury?”

• “Is canned fish a good alternative?”

According to Seafood Health Facts, Americans eat 14.6 pounds of seafood per person each year. For comparison, annually we eat 53.3 pounds of beef, 57.7 pounds of chicken and 600 pounds of dairy products per person.

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According to the Centers for Disease Control and Prevention, heart disease is the leading cause of death for both men and women. About 600,000 deaths in the United States each year are attributed to heart disease, that’s one in every four deaths. Coronary heart disease alone costs the American public almost $109 billion each year. Our rising obesity and diabetes trends also play an important role in our nations continuing epidemic of illness.

Our diets have changed more in the last 100 years than in the last 10,000. If you asked your grandmother what she bought at the grocery store, what would she say? What kinds of things did her mother buy? I know that my grandmother wasn’t buying neon colored cereal or mac and cheese from the box for my mom. I remember standing on a stool in my grandparents’ kitchen at four years of age teaching my grandfather the magic of mixing orange powder with milk to make creamy cheese. This was completely new to him!

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The Alamo fell after a 13-day siege March 6, 1836 — 180 years ago this month. All of the defenders were killed, though many historians believe that a few survived the fighting and were later executed on the order of General Santa Anna. These included Jim Bowie, William Travis, and Davy Crockett. The total number of Mexican casualties is unknown. Santa Anna claimed only 70 of his men were killed, but there are a number of accounts by other soldiers and inhabitants of the city that suggest over 400 were killed in the fighting. Susanna Dickinson (the wife of an Alamo defender), her infant daughter, as well as Colonel Travis’ slave Joe survived and were released by Santa Anna.

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This February is particularly important for Americans and president-want-to-be’s. First, it is the month in which we celebrate President’s Day. Second, 2016 is a presidential election year. Finally, the month begins with the all-important Iowa Caucuses and is followed by the New Hampshire Presidential Primary. So it seems only appropriate that we consider a successful president you may know little about—President James K. Polk.

Successful presidents must create a strategic vision, communicate that vision to the nation, and then pursue its execution. Classic examples are Lincoln’s Gettysburg Address, FDR’s speech to Congress on Dec. 8, 1941, or John F. Kennedy’s inaugural address calling for the nation to “place a man on the moon by the end of the decade.” Even the Bible notes, “Without vision, the people perish…”

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Organic isn’t a new idea or concept. Before World War II, all crops were organic because they weren’t sprayed with chemical fertilizers or pesticides. The USDA Organic label was put into circulation in October 2002 and has since been put on everything from bananas and tomatoes, to cereal and frozen dinners.

According to the USDA National Organic Program, “organic food is produced without using most conventional pesticides; fertilizers made with synthetic ingredients or sewage sludge; bioengineering; or ionizing radiation.” In short, organic defines how the food or ingredients were created, prepared, or raised.

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