Employ the BRAVE Model for Great Leadership - 2018 Spring Spectrum

GROW AS A BUSINESS LEADER USING THE BRAVE MODEL William never felt fear By Jeffrey W. Foley before. He had just been promoted to president BE A LEADER OF CHARACTER of the company that had grown dramatically Character is at the heart of being an effective leader. over the past three years It represents who you are and what you stand for. and was not ready for this No amount of leadership or technical competency rapid expansion. While he can overcome a lack of character. It begins with felt confident that he was the a comprehensive understanding of yourself—a best qualified for this position, he lost sleep thinking necessary condition before you can effectively lead of all the leadership challenges his people were others. Character is ultimately defined by those expecting him to fix. He saw himself in the image of values or deep beliefs that guide behavior. For the Greek Titan Atlas holding up the globe. He was leaders to be followed, they must secure the trust going to need help. and confidence of their followers. The best leaders of The good news is William was not afraid to ask for character define and communicate those values, then help, and had a mentor he could turn to for that bring them to life through living them, and reward assistance. His mentor happened to be a career others who live them. Army officer who had developed a simple, powerful, proven model for developing leaders in the business REINFORCE LEADER COMPETENCIES world. He titled it BRAVE—fitting for an Army guy. Clearly documented leadership competencies–and WHAT KEEPS YOU UP AT NIGHT? their associated behaviors—make it abundantly WHAT IS CAUSING YOU TO FEEL PAIN? apparent what is most important to an organization. Core competencies highlight the fundamentals Some of the most significant leadership pains of solid leadership for everyone throughout the business leaders suffer from include: the shortfall in organization. There are additional competencies achieving desired results; the inability to attract and commensurate with a leader’s level of responsibility. retain quality talent; the lack of leadership skills in As one progresses up in the organization, managers; lack of a values-based culture that enables responsibilities and authorities change. At the bad business decisions and unethical behaviors; the executive level, the environment is characterized by lack of an engaged workforce; and the lack of an increased complexity, higher risk, greater uncertainty, inspired high-performing executive team. and less direct control over subordinate echelons. The BRAVE model helped William tackle his There is risk to any organization if expectations of challenges, as his company is on track for a record competencies are left to chance. Identification setting year. The model can also assuage your fears as of them and gaining proficiency in them requires a leader, and put you on the path to running a more training, tireless practice, and feedback. stable, profitable organization. 24 SPECTRUM | SPRING 2018

ATTACK WITH A LEADER DEVELOP- EMBRACE TRUSTED RELATIONSHIPS MENT PROGRAM Trusted relationships between leaders and their people trump everything when it comes to effective Over the past 243 years, the Army recognized the leadership. A leader’s influence over others will value in investing heavily in the development of not occur if mutual trust is absent. For leaders to leaders at all ranks. Good development programs be trusted, they need to be leaders of character, help the current and future leaders to be prepared competent in technical and leadership skills, to lead teams and set the conditions for the genuinely care for their people, and exercise humility. organization’s future success. Once developed, The best leaders have these qualities. Trusted rigorous execution of the program is paramount. relationships remain in place for life. Soldiers will The best leaders recognize the importance of follow their leaders into the most dangerous places, sustained investment in the development of under the most extraordinary conditions–if they trust their people. Success stems from a culture where their leaders. Earning that trust is a critical task and leaders are equipped with the mindset and passion must be mastered to be a leader in the Army. for developing others. Leaders own the task of developing their people and cannot ignore it. WHY BRAVE? VALUE COACHING EXCELLENCE Francis Scott Key is the author of the famous words “the land of the free and the home of the brave.” One-on-one coaching is arguably the most He wrote those words in 1814, and since 1931, they important skill a leader must possess to be effective have been sung as the national anthem of the United in developing others. The best leaders are great States. The words have a powerful meaning. Being a communicators who set the example for what right great leader is tough business. It takes courage. It takes looks like. Great coaching skills do not come naturally bravery. There are powerful lessons to be learned from to many leaders; they must be learned and practiced. the US Army. This model helped William achieve the When leaders ignore or short-change this critical task, success he was seeking, and can help you. ▲ their people fail to grow and reach their full potential. The consequences continue to expose themselves Jeff Foley, a West Point graduate and retired brigadier general as their people will also fail to learn how to coach of the U.S. Army, is a recognized speaker, executive leadership their own subordinates. The entire organization coach, and author of Rules and Tools for Leaders. Visit www. suffers. The keys to coaching success include creating loralmountain.com. a positive and open communication environment, agreeing on clear goals, and engaging in consistent dialog focused on assessment of performance and inspiring actions for the future. SPRING 2018 | SPECTRUM 25