Monday, August 27, 2012

Leaders And Policy-Making: Understanding Cause And Effect

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Leaders are called upon to make policy decisions. These decisions, as well as their enactment (promulgation, enforcement, monitoring, refinement), will, in great part define the success of a leader, and will be his or greatest legacy. In making policy, the person setting the framework of regulation or command must understand all of the significant situational and circumstantial aspects of the variables which affect the issue.

In establishing policy, one must constantly and consciously separate his or her opinion of the ideal situation with the proven facts. The acceptance and cold understanding of the parameters of reality will often determine the success or failure of any policy.

The following is excerpted from a recent post published in The Global Futurist Blog. Unfortunately, it focuses (of necessity) on the infamous and much-politicized gun control debate in the United States:
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In the united States, the issue of Gun Control has been a hotly contested and largely politicized one for many years. You hear multiple sound bites (or bytes):

"We need to get the guns off the streets -- gun violence is killing people"; "Guns don't kill people. People kill people. If they don't have guns, they'll use some other weapon."; "The Constitution cites the right, of the People, 'to own and bear arms' -- with gun control laws, innocent, decent civilians won't be able to get guns for self-defense, but the criminals who intend harm will keep getting them anyway.";"How can I defend myself if I am attacked -- the police get there after the crime has happened... what will they do then? Draw a chalk line around my body?"; "If the bullying criminals knew that civilians were likely to be armed, they would be less likely to prey on us and victimize us."

I personally believe that Human beings make choices. If you give a person a gun, it doesn't make him or her into an attacker. I also believe, as an economist, in the law of supply and demand; if people didn't want guns, they (the guns) would be economically eliminated from the marketplace. As a martial artist, I know that virtually any tool can be turned into a weapon... it just requires a bit of hasty ingenuity and the presence of a threat.

Weapons are merely an extension of Human nature. Some people carry them to inflict harm, some people carry them so that they can defend themselves in the event of a clear threat. I believe that Human Nature is more of an issue (in terms of gun control) than the laws which are passed in never-ending attempts to control it. Human beings ultimately exercise free will in making all of their decisions, the law notwithstanding. Our society is not controlled by regulations and laws; it is ultimately controlled by economics and the Human behavioral psyche. Unless you can control people, gun control just won't work.

If the government cannot protect me, I believe that I have a right (psychologically hard-wired into me) to self-defense in the interest of my own survival. I will not surrender that right.

If guns are available, the best we can hope to do is carefully screen prospective purchasers, and be certain that they receive some training in the use of these weapons. I don't stand with either the NRA or with the ACLU on the issue of gun control. I actually believe the point is moot, and that the Pandora's box of weaponry has already been opened.

Here's my apolitical take: Making all civilian guns illegal will simply 1) drive up the price of guns as a commodity, and that 2) weapons dealers, like drug dealers, will benefit far more than the Public-At-Large.

Here's a recent article about the "massacre" at the Empire State Building which is really worth reading: NYPD police officers responding and reacting to the lone gunman threat are responsible for all nine civilians injured during the Empire State Building incident.

As I have said before, maybe it's time that we, as a society, stop in our denial of the laws of economics and Human psychology and accept the reality of our situation and circumstances.

Solving problems starts with understanding their true causes, and by then addressing them.

I don't necessarily trust my fellow Humans (which sounds sexist - I mean to include females here as well [I am grinning]), but I do trust in my own ability to discern right from wrong, and I know that I would feel safer if I were armed and properly trained, than if I were not. 

That's it.

Douglas E. Castle for The Daily Burst Of Brilliance Blog and for The Taking Command Blog
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If you are to make policy as a leader, or execute or enforce policy as a commander, you must deal with reality, and only reality, in order to meet your goals and objectives in either creating rules or in seeing to their enforcement. Otherwise, you are either wasting your precious time in the wonderland of your own imagination, or you are catering to a political agenda instead of an operational one.

You must focus on the Laws of Physics, practical economics and the body of knowledge as it relates to Human behavioral psychology if you are to make or enact policy. If you fail to take these three sets of variables into account, your policy certainly fail.
 


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Thursday, August 02, 2012

Management: DO Automate and Delegate - DON'T Hesitate or Deviate

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"It is a manager's job to automate and delegate, without having to hesitate or deviate." - Douglas E. Castle's First Principle Of Management


Management is a profession unto itself. It is the art and science of accomplishing things by optimally leveraging the resources available, both human and machine. The general objective is accomplish the greatest output by using the best possible mixture of inputs.

The conventional wisdom is that if a manager is fully successful at his or her job, he or she will reach a point where they have virtually rendered themselves obsolete through the brilliant use of automation, delegation, instruction and inspiration.

Ironically, a manager's job is to put himself or herself out of work. Happily, despite this self-extinction paradox, good managers, particularly senior level experts with good communications and command skills, are in high demand, and they tend to rise ever-higher [this is not quite the Peter Principle -- it's more like a territorial gain through victory and conquest than a "getting the boot upstairs"] within the organizations which are fortunate enough to have them.

It's childishly simple, but is indeed good enough, and true enough for me to call it Douglas E. Castle's First Principle Of Management:

"It is a manager's job to automate and delegate, without having to hesitate or deviate." Did somebody from the back say "Amen?"

Remember: Douglas E. Castle's First Principle Of Management

And you first read about it on THE TAKING COMMAND BLOG!

And you thought that we Commanders aren't permitted a bit of levity every so often. Well then.

p.s.  On a serious note, please always bear in mind that every commander is a manager, but not every manager can be a commander.


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Thursday, July 26, 2012

True Leaders Unite Us In Confidence; Conquerors Divide Us In Fear And Ignorance.

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Originally Posted Across Twitter Network: July 24, 2012, 09:50

"True leaders unite us in confidence; conquerors divide us in fear and ignorance." - Douglas E. Castle

In leading people forward to achievement and victory, a true leader demonstrates his courage by being a uniting and inspiring force for those who look up to him. He encourages open collaboration and communication among all of those for whom he is responsible.

A conqueror, afraid of losing his tenuous power, and frightened of divulging his ignorance or inexperience, divides those in his charge, discourages openness and dissent, strives to build walls between groups instead of bridges. He is afraid of truth and transparency, as these would cause the dissipation of his superficial title as "leader."

The difference between a leader and a divider is not unlike the difference between an informed democracy (or a successful organization), and a terrorist organization or regime.

Bullying and bravado will never make up for a lack of true managerial talent. Leaders consistently communicate with and encourage the input of their charges, while hamfisted conquerors put different groups of persons into segregated and isolated compartments.

Ask yourself: "Do I work for great man, or just a frightened child playing "dress up" as a general?"

Douglas E. Castle The Daily Burst Of Brilliance Blog

The Taking Command Blog
Douglas E. Castle's LINKED IN Profile

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Posted via LiveJournal app for iPhone.

Tags: conquerors, via ljapp, leadership, unite, divide, bravado, secrecy, organizational culture, rapport, respect, communications, The Twitterlinks Hubspot Blog, Douglas E. Castle


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Tuesday, June 26, 2012

Indecision:The Enemy Of Leadership

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 Each of us is faced with an incredible number of decisions, large and small, consequential and inconsequential every single day. Deciding for ourselves and deciding for others

Sometimes it feels as if there are days when we were trying to navigate a fragile vessel through an asteroid belt without getting clobbered before we've found our way to a safe landing.

Decision making comes more naturally to some of us than to others, but the one thing that we all seem to share is that the more the perceived significance of the decision (to us, and about those whom we care), the more of a challenge making a choice between alternatives becomes.

Some of us ruminate over the choices, while some of us become either paralyzed or ostrich-like, hiding our heads in the sand. Making substantial broad-reaching decisions among alternatives quickly, with a sense of commitment to our ultimate choice (whatever that choice may be) is one of the greatest skills of leadership.

While in the seat of command, you will instill a sense of confidence in your wisdom, personal power, and your overall ability to lead amongst your employees, recruits, troops, followers or even colleagues if you willingly, rapidly evaluate choices and make decisions as if they were royal pronouncements. Either you will ultimately have been right, or wrong, but no matter -- you will have exercised the courage and conviction to walk into fearsome circumstances.

If you are very conservative, if you are more frightened of the consequences of decisions than of the definitive act of expediently setting a course, you will lose your respect and standing as a leader.

Indecision is indeed the enemy of leadership.

We are are very much like children, wanting someone else to take responsibility for decisions for fear that they might be wrong -- but the person who gets the respect is always a decider.

There is neither movement nor progress when decisions are delayed or avoided by a titular commander who is afraid to play the world's most high stakes game of multiple choice.

Douglas E. Castle for The Taking Command Blog

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Sunday, June 17, 2012

Taking Command: Leadership Requires Shifting Focus - Douglas E. Castle

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*FIND THE JAVA CODE FOR THIS UNIQUE BUTTON AT BLOGGING TOOLS, TIPS AND TRICKS
Think about this -- Leadership does not merely require focus...it requires a shifting from microscopic focus to telescopic focus in order to optimize perception and to truly monitor progress to objectives and deviations from trajectory.

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Dear Readers:

I will be returning from a brief assignment out of town on June 21st, and will begin posting regularly then. Thank you for reading me and for taking some time to view The Twitterlinks Hubspot Blog in order to find some of our information-packed Twitter feeds which suit your interests to follow.

Douglas E. Castle

p.s.  Please feel free to visit my Linked In profile at Linked In - Douglas E. Castle



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