Transformational leadership lessons from U.S. JSOC leader Stan McChrystal
With the Industry 4.0 movement recently marking its 10-year anniversary, I had the privilege to attend an executive level summit of digital leaders from across industry to discuss our collective success on the digital transformation front. Or, more precisely, the factors that continue to hold us back. One overwhelming takeaway from the two days of thought-provoking presentations and intimate discussions was how technology concerns were universally less of an issue than the people and culture aspects of the equation.
Our keynote speaker, retired U.S. General Stan McChrystal, set the tone for us, describing the challenge of leading the U.S. Joint Special Operations Command (JSOC) in Iraq and Afghanistan in the aftermath of 9/11. He told the story of a quick, resilient and digitally enabled adversary that seemed always a step ahead of his team, an assembly of the best of the best of U.S. forces, āexquisitely trained and lavishly resourcedā units from the Army, Navy and Air Force. āAl Qaeda in Iraq was extraordinarily effective and had been beating us for two years," he said. "We found we were failing; we had to transform."
JSOC was an impressive group from a distance, McChrystal said, but up close it was an assembly of proud, tribal groupsāperhaps not unlike many industrial organizationsā operations, engineering, IT and maintenance departments. āAt first it wasnāt a problem, when scale was small or assignments independently pursued,ā McChrystal noted. āBut with 9/11, we realized JSOC was a Tower of Babelāthey didnāt speak the same language and they didnāt trust one another.ā
The constituent tribes had siloed communications and individuals entrenched in their ways. āWe had to turn people into culture and merge with technology,ā McChrystal said. The technology centerpiece was secure, satellite-based video conferencing, and it had to work flawlessly to avoid giving credence to inevitable naysayers. āI told my reports āIt has to be perfect, or Iāll kill you,āā deadpanned McChrystal to a rapt audience. āThey couldnāt tell if I was serious or not either,ā McChrystal then joked. āIt was just that important: communications became the center of everything we did.ā
At first, a 30-minute daily call among the JSOC leadership set the operating rhythm of the organization. But meaning became corrupted as it was translated down the six layers in the hierarchy. āThen, we moved to a 90-minute call with 7,500 people every day,ā McChrystal said. The end result? A dynamic, new culture with connectedness and empathy across the organization. Decision-making improved, too, as better-informed personnel made them at the grassroots level.
āIn October 2003, we were executing four raids per month with a 70% effectiveness rate, and our attempts to push scale didnāt work,ā McChrystal said. But with the new communications strategy in place, that number jumped to 300 raids per month by August 2006. āOur roles had to change,ā McChrystal added. āWe pushed context down, so individuals were able to make decisions. We didnāt bother with reorganizing; we democratized information instead.ā
In the process, the general said he gave away a tremendous amount of authority, characterizing his newfound approach as āeyes on, hands off,ā adding, āYou have to be connected all the time, and you have to change the way you lead.ā
And, while the standing calls and associated chat rooms helped to build connections among the JSOC troops, distributed operationsāwith people spread globallyārepresents a continuing challenge, not unlike the work-from-home disconnectedness experienced by many during the COVID-19 pandemic.
If any of the challenges described by McChrystal sound familiar, you're not alone, as my fellow summit attendees will readily attest. What lessons he shared do you think make sense for your team? Give them a try, and let me know what works for you.