Unity of command or unity of effort?
Serving in the Army prior to 9/11 we practiced warfare on a somewhat structured battlefield. We drew boundary lines on a map and commanders (or CEOs) were given their specific area and additional forces to accomplish specified missions. Inside of those boundary lines and within the ‘org chart’ commanders enjoyed unity of command. All units and people fell inside the commander’s authority. Following 9/11 battlefields became very ambiguous and complex, the ‘org chart’ even more so. The Army for instance had to team up with other governmental agencies like the State Department and USAID to name only a few. We did not have authority over those agencies yet they were vital to our success. Therefore we had to seek and foster unity of effort.
Unity of effort is an approach which focuses alignment of overall objectives or end state. End state is a place where various agencies and people find common ground then focus their ‘effort’ in this direction. For some leaders unity of effort was a bitter pill to swallow as it required an increased level of collaboration and compromise. Unity of command was easy in comparison.
Businesses and leaders find themselves in similar positions, especially at levels below the C-Suite. Some leaders are called to achieve objectives which require the effort of those they do not control. Even in the C-Suite executives are required to cross ‘lanes’ and seek the commitment of people who do not fall under them in the org chart (more on this in a future blog). Here are 3 of 7 ways you can lead in a unity of effort environment.
Build relationships. Before you ask for anything, invest some time in building a relationship and trust with a department and or a person. This is done largely in social settings like grabbing lunch, coffee or a beer. It may take several interactions for the relationship to form.
Compromise. Don’t go in expecting to get everything you want. Often people outside of your authority have competing demands. That said, there is common ground when focused on a shared end state. Keep that top of mind when engaging with stakeholders and be ready to meet them in the middle, a place where both parties sacrifice some but where solutions are formed.
Offer resources. What do you bring to the table? What do you have that they do not? Sometimes it might be expertise, an offer to train a leader’s people on your area of expertise or just resources they do not possess. You may have the ability to reduce some obstacles for them or to seek the approval of their boss.
Indeed, leaders yearn for total authority and control in leadership. It is easier that way but we all know how complex today’s organizations are. Pump the brakes, box up the ego and focus more on what needs to be done instead of who you control.
Unity of effort is not easy but I can help you. Let’s team up and let me share my decades of experience achieving strategic objectives by communicating, negotiating and influencing teams to build consensus and succeed. Reach out today and I'll share the remaining steps and a personal approach you can use to get this right.
Make it Personal!
Rob
Rob Campbell