Define success by intrinsic measures, such as personal integrity, the positive impact you have on others, and the well-being and success of those around you, rather than solely by extrinsic factors like wealth or rank.
Build your sense of self on unshakeable values like integrity and commitment to others, rather than fleeting external factors like rank or popularity, to remain resilient when faced with challenges or loss of position.
Cultivate a deep and genuine commitment to a cause, organization, or people that transcends personal wealth or ambition, as this provides a robust foundation and prevents fragility in your purpose.
Recognize that achieving absolute certainty in decision-making is an impossible goal; perform responsible due diligence for information, but then know when to act decisively to seize opportunities or mitigate risks.
Reframe risk as ’threats times vulnerabilities’ and concentrate efforts on reducing your vulnerabilities, as threats are often uncontrollable, but you have agency over your susceptibility to them.
Organizations should reconsider overly harsh penalties for mistakes, as this stifles risk-taking, prevents valuable learning experiences, and leads to a loss of experienced talent.
Align organizational incentives with rhetoric by rewarding individuals who take calculated risks and push boundaries, even if they fail, rather than inadvertently promoting a culture where only ‘safe’ bureaucrats rise.
Be acutely aware that your team constantly observes and emulates your behavior, so consistently model the desired processes, interpersonal interactions, and ethical conduct for young leaders to follow.
Adopt a phased approach to decision-making: first, gather all inputs and information, then clearly announce the transition to an execution phase where the focus is on implementing the decision unless substantive new information emerges.
Determine the latest possible moment a decision must be made by first identifying the required effective action, then back-planning the time needed for implementation and communication, allowing for optimal information gathering without unnecessary delay.
Avoid delaying tough decisions due to discomfort; once you know the right answer, act promptly, as delaying them usually makes them harder and rarely provides new useful information.
Recognize that not making a decision is itself a decision with consequences, and hold individuals accountable for outcomes created by their inaction, rather than allowing them to avoid responsibility.
Leaders should physically visit the ‘front lines’ or operational ground to gain a visceral understanding of challenges, closing the gap between strategic perception and operational reality, which builds trust and informs better decisions.
Resist the self-deception of a ‘godlike perspective’ from remote data; instead, leverage experience, maintain rich communication (especially voice), and defer to those on the ground for a true understanding of the situation.
Clearly communicate the purpose and rationale behind difficult decisions and orders to foster understanding and buy-in from your team, as people are more likely to accept tough choices when they understand the ‘why’.
Ensure clear communication of the rationale behind decisions and actions, explaining ‘why’ they are being taken, as this fosters understanding and buy-in from the team.
Provide a clear ‘commander’s intent’ that outlines the desired outcome, enabling team members to adapt and act autonomously when plans inevitably go awry, without needing constant direction.
Strengthen your organization’s ability to detect, assess, respond, and learn from threats by exercising ‘risk control factors’ like communication, adaptability, and diversity, making the entire system more resilient.
Actively connect different organizational departments to aggregate information and complete the ‘mosaic’ of understanding, acknowledging that a perfectly clear picture is unlikely, so preparedness for the unexpected is crucial.
Recognize and actively work to overcome organizational inertia, which can manifest as inaction or resistance to changing momentum, to enable more timely and effective responses to risks.
Encourage a long-term perspective and sense of ownership over risks within organizations and society, moving beyond short-term profit motives or immediate gains to consider the generational impact of decisions.
Be aware of the temptation for short-term views driven by immediate pressures or command cycles, and actively articulate the long-term requirements to counter expedience that might undermine sustained progress.
Understand your own decision-making biases (e.g., making decisions too quickly) and surround yourself with people who have complementary tendencies to achieve a more balanced and thoroughly considered approach.
When under stress, step back to define the problem and desired outcome, then ensure decisions align with your values and are based on a reasonable probability assessment, rather than striving for unattainable perfection.
Evaluate decisions based on the quality of the process and reasoning, not solely on the outcome, to avoid reinforcing bad habits from lucky successes or dismissing good decisions due to bad luck.
Civilian organizations should prioritize and invest significantly in leader development, recognizing it as a crucial expenditure that helps cultivate effective leadership, similar to the military’s approach.
When evaluating leaders, expect humanity and acknowledge flaws rather than demanding perfection, as this realistic view inspires personal growth and prevents the excuse of not striving for greatness because it seems unattainable.
Go beyond surface-level historical accounts by reading original sources like letters, diaries, and in-depth biographies to gain a more nuanced and human understanding of historical figures and events.
Develop the maturity to evaluate individuals with nuance, acknowledging both their admirable qualities and their flaws, to learn from the good without condoning the bad, rather than dismissing them entirely.
Cultivate self-discipline by intentionally forming good habits and adhering to personal standards, as consistent practice can instill behaviors that become second nature and contribute to overall effectiveness.
When assessing someone’s judgment, consider if their decisions align with the right values and are based on a reasonable, probability-based assessment of potential outcomes, rather than just the final result.
Strive to understand others’ points of view, recognizing that their behavior often makes sense from their perspective due to different information or life experiences, fostering empathy and better interaction.
Be vigilant against disinformation, which can skew perspectives and lead rational people to irrational conclusions, recognizing that its easy distribution amplifies its dangerous effects.
Recognize and address the profound cyber vulnerability of highly connected societies by investing in robust defenses and developing overwhelming offensive capabilities, especially against nation-state actors.