Tag Archives: command and control

Fostering proper Command and Control Management and or Leadership styles are impossible without a doctrine.

10 Mar

Part one; the current situation as it exist now


True leadership development requires very specific skills and structure, it is “truly” a matter of specifics, not “mere semantics”, the likes we have practiced and experienced at business school thus far.


Command and control have been written about for ages, and at the risk of writing yet another stereo type piece. I assure you it’s not. Management is complex and subtle, it’s challenging and diverse, and it’s also planned and specific.

However, it’s all to do with the people, and how we get them to navigate, assimilate, understand and act on these elements, that make the difference, it’s all about leadership style, and management.

This article deals with the challenges we face in leadership, and leadership shortages, training, development, and style. The challenge of addressing the shortage of great leadership in society is a huge problem. The chasm between academic qualification and doing the real job, have become huge. Lots if not most of what is learned previously is now wasted material, as there is no connection any-more  between theory and practice, and between management and leadership either it seems.

By having only focused on the traditional route of developing future leaders for far too long, we have missed the cardinal truth about leadership development and its requirements for this day and age.

We have failed, they come out of the box (university) – (maybe this is why people say “think outside the box” – because they realise that the box (university) is running pretty empty on current reality and truth – wink -) with their expiry dates passed already; now it’s time to shift that emphasis and explore radical and revolutionary new insight that could change the way we manage, and train managers forever.

By only shifting the business leadership style with a paradigm to that of “commanders”, we could change the entire paradigm, and the outcome, of what future leaders should look like, some believe that we have migrated away from command, because it became un-popular, not dysfunctional.

 Now there is a clear move back again, but what will we find, or will we raise the phoenix, and give it a new design, one that fits. This would imply changing the emphasis of command and control. Starting with the training, today it is a job for people who have been there – teaching leadership is no longer an academic license, people in the know, that have mastered both leadership and management, as well as command and control need to take the lead here, and not the university prof, or slick consultant, no these types with their “white coats and thick glasses” need to stand aside now, and make way for the man in “overalls” to teach leadership styles.

They can still teach us the likes of business dynamics and acumen – business wisdom. However, I believe that leaders need to be forged and shaped in the heat of battle, and then only “tempered” with business wisdom, and polished with the skills I will discuss here.

The question of leadership models and a future focused leadership career path is on everyone’s lips, as we have a leadership in decline crisis now the world over, and it’s not improving. Still there is just talk and no active turnaround strategy yet?

Some believe we are suffering this effect directly as a result of us having moved away from hard – command and control models, to soft and fluffy, “ cheer-leading” models of management.

We see it daily – all our leaders are just not high calibre people. And no, we cannot measure them against anything we have had so far either, if we keep doing things in the same fashion, we will keep getting the same results. In this instance; out dated leaders, with wrecked leadership skills and models will keep appearing if we don’t change the way we see, and bring about leaders, it needs to be a holistic approach, from the cradle to the grave. Otherwise we will keep having a leadership crisis. Allow me to explain…

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Serving “Number One”

11 Apr

In the negative; Is no fun when he is in fact a Zero.

This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, then it’s because there no real leader. It’s not the people, the strategy, the systems, or the resources, its just the absence of power. Then you get yet another reality, that of political appointments. Political appointments have the tendency to be just puppets, using their positions, the trend is that they only look out for themselves, their family and friends first, only in it for the money, and to further their own agendas, and political future, and then you have people getting appointed that have no business in these positions today as a matter of politics. Then the emphasis of what management implies and signifies shifts to a warped reality. It’s like having a red Mini with a Ferrari badge on, it’s just not the same thing. It’s all window dressing. They tend to use power to prove that they are right and able no matter what the results of their actions, at any cost. On being right at any cost… it is nothing less than self-preservation, and comes at a high cost, you pay for it in efficiency, effectiveness, and consistency – all-round. In an ethical organisation, they give emphasis to being content; over being right all the time, getting along, sorting out differences and moving on becomes the norm – a team effort.

Ethical and un-prejudiced conduct, is the suit to wear today and no longer just playing in favour of mainstream party politics. Leaders have to make trade-offs between these two extremes. In order to become good leaders, we have to be able to point fingers at one another and rub shoulders with staff – and differ – from time to time. We have to take a firm stance at some point as well, otherwise everything just becomes ordinary chit-chat, and you cannot just let everything slide into chaos. Order requires two elements; discipline and mutual respect. Self discipline and mutual respect needs to prevail before structure will emerge to hold things in place, such as leadership – a natural order of things as they exist.

Ethics should become the leadership’s edge – this won’t happen in an environment where talk is cheap, from “command and control” practitioners – in disguise. Codes of good conduct are necessary, however not to the extent where it becomes a 50 page document; that spells out every single aspect of conduct, it needs to be to some extent, almost standard rules. In most cases, the “lack of discipline” is actually a “lack of inspiration” and management skills. People who cannot manage, and lead, rely on rules, policy and procedures. Blind conformity to rules, codes of ethics, and so forth and so on, creates stagnation, everyone is just too afraid to act. Then rules seem to be applied differently, as we deem fit. “Ethical people” – shout foul, at every opportunity, as a means to wedge themselves into control and distract attention away from their own wrongdoing. Ethical behaviour is not behaviour guided by rules, but by principles. Behaviour that only satisfies self-interest is unethical.

By only serving “number one” and his interests, by dancing to his tune all day and night – you inevitable steer away from a human attribute – that favours fairness. It creates an atmosphere where everyone wants their worth to be noticed and realised – you just cannot move forward, or ever have closure in a self-consuming environment. Then the plot is lost, and you no longer serve a leader, you serve an ideology, an organisation, an objective. Where leaders think they are gods, it creates a culture where someone always has to win and someone has to lose, thus no one really gets close to the cheese they just get to smell, and even see it. But taste it, never…

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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