THE AWARE LEADER: Achieve LEADERSHIP EXCELLENCE and WIN AGAINST Organizational Adversity by Alsing Mo
Author:Alsing, Mo [Alsing, Mo]
Language: eng
Format: epub
Publisher: Mo Alsing
Published: 2020-07-20T16:00:00+00:00
Part Five:
The Scissors
Utilitarian Principle
Not all decisions a leader or manager has to make are critical to the success of the organization. Actually, most of the daily actions of decision makers are not grandiose or far-reaching. However, all decisions have a cost associated with them. The cost associated with any decision is easily recognizable as financial, resource, work, time, etc. If the decision to be made is a simple comparison of quantifiable pros and cons, a simple decision comparison matrix is in order. However, when the decision involves non-quantifiable and qualitative choices, we must look for another more humanistic guiding principle. We know it is essential to keep the boss happy, to build and maintain an effective and efficient team, and to move the team forward to accomplish its mission. We know we have to do things legally and ethically. But it is surprising that there really is not an accepted or recognized guideline or principle that is taught to young leaders or as a “rule of thumb” to guide them in making daily decisions with their associated cost. It is left up to the individual universally to figure it out.
The Utilitarian Principle guides the Aware Leader in deciding the best course of action for routine decisions if it is not a critical problem that would require careful analysis and planning. We will address how to solve a problem in more detail in the next part. The founder of Utilitarianism, Jeremy Bentham, explains this concept. “The greatest happiness of the greatest number that is the measure of right and wrong” (Jeremy Bentham, 2013). I would adjust this general decision-making principle to say, the greatest good for the greatest number in the organization where the leader defines “good” in any specific moment. To the Aware Leader, the mission and organization come first, but otherwise, their guiding principle is the greatest good for the greatest number of people.
When the decision maker has options and a choice in their day-to-day duties, they use the Utilitarian Principle to accomplish the greatest good for the organization and lessen the greatest harm or cost as a general guideline.
The Leader’s Scissors Are Mightier Than the Pen
The pen may be mightier than the sword, but the scissors are mightier than the pen. The scissors can cut the Web links and free an organization from the effects of the Spider. The scissors’ two blades represent the two powerful and fundamental tools of the Aware Leader, which are Influence and Control . You lead and control your direct subordinates under your supervision. You also influence your higher headquarters, boss, community, adjacent units or organization, funds, and even your customers and key players such as stakeholders and family members.
To influence and control their domain , the Aware Leader uses what the military calls the Mission Command Warfighting Function Tasks (ADP 6-0, Mission Command, 2014), which I will simplify and call Leader Tasks . Additionally, the Aware Leader also uses the Nine Principles of War that the U.S. Military now calls the Principles of Joint Operations (Joint Publication 3-0, 2011), which I simply call Principles of War .
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