When you want to grow your small to medium business in the most efficient way possible, a well thought out plan is essential. However, sometimes s**t happens. And when it does, having a ‘commander’s intent’ is invaluable.
I’m not normally given to quoting the military and I certainly don’t have a copy of the Art of War by the bedside table. However, the concept of a commander’s intent, first encountered in a recent seminar led by Anthill Magazine’s James Tuckerman, is a keeper.
From the army to business
Lieutenant Colonel Lawrence G. Shattuck, a professor in the Department of Behavioral Sciences and Leadership at the West Point US Military Academy writing in the Military Review (March-April 2000), defines the commander’s intent like this:
“It is not a summary of the concept of the operation. Its purpose is to focus subordinates on what has to be accomplished in order to achieve success, even when the plan and concept no longer apply, and to discipline their efforts toward that end.”
Tuckerman put it something like this:
“When all but one man of the platoon is dead, and therefore none of the plans previously made can be executed, the man standing knows that he still needs to hold bunker 7.”
The intent in action
I had the opportunity to apply this idea to my own business just this week when three new staff began at the Sydney Small Business Centre.
They were introduced to our five-year plan. We reviewed their position descriptions. They’re currently preparing their own 30/60/90 day plans that dovetail into the company’s 30/60/90 day plan.
And I believe all these things are necessary if you want to efficiently grow the value of a business.
However, I also talked to my new staff about the idea of a commander’s intent, or in this case, my intent.
I did that because at the end of the day, while we have specific initiatives and plans, sometimes they will be called upon to show initiative and respond to circumstances that may have not been forseen. When that does happen, I want them to make decisions that are in line with the intent – even if they weren’t part of the plan.
How clear are your staff about your intent?
