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Leadership Is Language: The Hidden Power of What You Say--And What You Don't

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Chunk work for frequent completes early, few completes late – because the beginning of a project involves more significant uncertainty and requires more time for bluework. As the project becomes more defined, longer periods of redwork will increase production (p. 169). David also explains the uneven “share of voice” that happens inside of so many organizations. Inside of meetings leaders tend to talk the most, which is not good. It is something that leaders need to be aware of. He says, “As a leader, you don’t need to say a lot because you already know what you think and when you start talking, you’re anchoring the group. Basically, the idea is you’re bringing them to your way of thinking, which is what you think you wanna do but it’s actually not. What you want to do is understand how they think and what they think, and at the end, you can decide what to do, whether you could do what they wanna do or what you wanna do, that’s fine. But it’s after uncovering what everybody thinks.” MOLDOVEANU, M. and NARAYANDAS, D. (2019) The future of leadership development. Harvard Business Review. Vol 97, No 2, March. pp40-48. One of the key strengths of the book is its emphasis on the importance of language in leadership. Marquet highlights the power of words, tone, and framing, demonstrating how they can either reinforce hierarchical structures and limit employee empowerment or foster a culture of engagement and accountability. He provides actionable strategies for shifting from a "leader-follower" model to a "leader-leader" approach, where employees are encouraged to think and act independently.

Learners can now experience Harvard ManageMentor’s world-class content and work based learning design in the language they speak every day. But more importantly, as leaders across the globe are faced with management challenges, Harvard ManageMentor will connect learners with leadership lessons that help them apply learning on the job to drive impact and bring companies closer to our shared goal in any language: growth for our businesses. In this case, the fear of a wrong decision is not preventing a confrontation with a failing strategy. Instead, that same fear is preventing any decision on any strategy. Leaving Bluework Behind: Commit. Commitment is fostered when collaboration has occurred. Commitment is implemented best when both learning and action are valued and tasks are performed in manageable “chunks.” When teams are prone to continuing, plan a pause and run The Complete Play. This will allow teams to switch to bluework. They can assess their redwork and decide to continue or not (pp. 252-254).

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Bluework is thinking. Bluework is cognitive work. It’s about creativity, decision-making, and it’s harder to measure. It’s an improve-and-learn mindset. Variability is an ally. This is Kahneman’s System 2 “Thinking Slow”. The End of Redwork: Complete. Your language should center around reaching the goal, not endlessly slogging along the conveyor belt as is, even if things are not working. As the work continues – and options diminish – there will be less bluework and more redwork. “Rest and celebrate” when a goal is achieved. Connect, don’t conform. Demonstrate vulnerability and admit to not knowing. Care about what people think, how they feel, and their personal goals. ‘Connect is love’, trust is the outcome.

That made sense at the time. In traditional manufacturing industries, after all, standardization was key. Even today, it often makes sense for companies to reduce variability. To mass-produce cars, for example, factories have to build millions of identical parts in rapid succession. To keep customers happy, McDonald’s has to ensure that its burgers come out the same every time.Based on what you are telling me, it sounds like you need four to six hours in the next two weeks. I can commit to three hours next week, and three the week after that. The rest of my time is already committed to other projects, and after that, I have full-time commitments to other projects, so if your project carries over, you will have to find another set designer. How well does that work for you?" That way, if Andy does commit, it will be on his terms, not his colleague's.

Chunk it small, but do it all – means setting a specific time period for the upcoming redwork. Shorter bursts of redwork are effective learning experiences when uncertainty is high. As certainty increases, people can work in longer chunks of redwork. Planning to chunk redwork into small pieces also avoids attachment to decisions and the continuance of erroneous work (pp. 146-147). It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language:We replaced a reactive language of convince, coerce, comply and conform with a proactive language of intent and commitment to action. Some of our core company values are ‘grit’ and ‘simplicity,’ [so] I use phrases without a lot of fluff to motivate team members – phrases like, ‘Let’s do this,’ ‘Keep doing what you’re doing,’ and ‘We are laser-focused on XYZ,'” he said. In today's business environment, the outdated work model prevents organizations from achieving their potential. Marquet advises that companies should instead encourage collaboration during the brainstorming part of a project and experimentation during the execution part of a project. This means that leaders should use language differently to get employees to be more proactive, thoughtful decision-makers. Doing this can foster innovation, prevent disasters, and enhance work performance. In these blinks, you’ll learn to identify outdated formulations you’re probably still using – and to develop new ones better suited to the workplace of today.

Over the years, different descriptors and signals have evolved to describe each group: leaders and followers, salaried and hourly, white-collar and blue-collar. The primary – and totally arbitrary – difference between them? One group is charged with making the decisions, and the other with executing them. CHAPMAN, M. (2020) Courageous leadership: what defines it in the modern organisation. Strategic HR Review. Vol 19, No 2. pp47-50. When I read a leadership development book I normally ask myself two questions. Firstly, how can I apply what I’ve learned from this book when embodying the Army Leadership Code behaviours? Secondly, how can I use what I’ve learned from this book to better support the principles of Mission Command? Leadership is Language delivers genuinely striking responses to these questions. It is in fact hard to see how a leader’s well-considered language does not directly compliment the two frameworks. Example: “Are you sure it’s right to go?” versus the cognitively taxing (but better) “How sure are you it’s right to go?” Psychological safety is key to an organization’s success, it’s generated by actively encouraging uncomfortable perspectives and soliciting input. Leaders can consciously talk less, so that others talk more. They can admit when they don’t know things so that others can do the same. And they can exhibit vulnerability, which makes it easier for people to speak up without fear.

Learning the language of leadership

We need to always remember that the organization is perfectly tuned to deliver the behavior we see, and people's behaviors are the perfect result of the organization's design. As individuals, we should embrace our responsibility for being the best we can be within the design of the organization. But as leaders, our responsibility is to design the organization so that individuals can be the best versions of themselves. The Connect Play is the “enabling play” for all the other plays. “The Connect Play is about caring – caring what people think, caring how they feel, caring for their personal goals. Instead of judging from a position of power, we walk alongside from a position of encouragement” (p. 219). Marquet lists four principles of The Connect Play: Leadership Is a Language: The Hidden Power of What You Say and What You Don't" by L. David Marquet is an insightful and thought-provoking book that challenges traditional leadership communication practices and offers a fresh perspective on how language shapes organizational culture and employee engagement. Drawing from his experience as a nuclear submarine captain, Marquet presents practical strategies and real-life examples to help leaders enhance their communication skills and create environments that foster collaboration, autonomy, and high performance. The traditional leadership model that Marquet discusses is often referred to as an autocratic leadership style, one of three styles defined by a psychologist in the 1930s. Autocratic leadership is a key part of classical management theory, which argues that leaders don’t need to consult subordinates when making decisions. As a result, employees can often feel ignored and experience low morale. Thinking work, benefits from variability (VS doing work that benefits from reduced variability). When you brainstorm, for example, you want as many ideas as possible to emerge. And when you make decisions, you like to have options. That’s why good leaders reject the old division between deciders and doers and instead include all team members in the decision-making process. They know what Galton knew: that the wisdom of many is almost always superior to the wisdom of one. This approach also increases people's motivation, people given autonomy over their work are happier and less prone to burnout.

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