A month ago, I was asked to write about my leadership style for a job interview. I have been fortunate in my previous positions to work under some really incredible leaders. One of my bosses at the FBI, Barry, patterned a leadership style called “commander’s intent”. (Interestingly, the FBI’s publication, Law Enforcement Bulletin, just published an article about this in October 2016, which can be found here: https://leb.fbi.gov/2016/october/commanders-intent-a-framework-for-success).
To me, commander’s intent is the opposite of micromanaging. The style involves two key components:
- A leader who has clearly defined goals and objectives for his business or department; and,
- Followers who believe in the leader/mission and are mature enough to work semi-autonomously.
The purpose of this approach is that a leader is not always going to be around to provide guidance or direction. The followers must be comfortable in making day-to-day decisions based on what they believe is the right way forward.
When I was with the FBI, I spent a considerable portion of my time collaborating with the State of Iowa. On a Sunday evening in the later part of 2011, I was asked to come to attend a meeting with several Iowa law enforcement executives. During this meeting, I was informed the (then) Vice President of the People’s Republic of China, Xi Jinping, was planning in February 2012 to visit the US, with a stopover in Iowa (see http://www.nytimes.com/2012/02/16/world/asia/xi-jinping-of-china-makes-a-return-trip-to-iowa.html). When I left the meeting, I reached out to my colleagues and supervisors for guidance on this planned visit. When I reached Barry, he thanked me for the notification and told me that he trusted my judgement in organizing this event.
For the six months leading up to XI’s visit, I frequently put in 60 hour weeks with weekend meetings. I participated in several external conversations and meetings, as well as authored a joint intelligence-based threat assessment in preparation for Xi’s 24-hour visit. Barry did not micromanage any of these activities—I briefed him regularly but I worked nearly autonomously. I followed a WWBD model — “what would Barry do?” — that was a question I asked myself when I was faced with a difficult decision. If I wasn’t sure, I would either ask Barry or, if I couldn’t ask him, choose the most risk-aversive option.
This example of the commander’s intent provided me with confidence. I remember several times when Barry would tell me “you were hired by the FBI because you were smart…I trust you to make the smartest, best decision.” This has stuck with me and helped focused my leadership style.
As I continue on through other management opportunities, I plan to continue to utilize this approach. Clearly, there are going to be situations in which followers may not be mature enough or believe in the leader or mission. However, I believe the if you show followers respect, then you will get respect in return. This can serve as a foundation for a successful leader.