Quotes by Chris Fussell - Page 1

There's a difference between doing things right and doing the right thing.
Chris Fussell /
Doing The Right Thing
Right Thing
The Right Thing Doing Right
The Right Thing
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In any bureaucracy, there's a natural tendency to let the system become an excuse for inaction.
Chris Fussell /
Bureaucracy
Excuse
Inaction
Natural
Any
Become
Natural Tendency
System
Tendency
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When the collective mentality of any organization is self and self-preservation first, it's a sure sign of pending doom.
Chris Fussell /
Doom
Mentality
Self Preservation
Collective
Sure Sign
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The truth is that key influencers exist in all effective organizations, but a solid-line org chart won't tell you where they are.
Chris Fussell /
Truth Is
Chart
Exist
Effective
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Leaders in an interconnected organization must be comfortable sitting in the middle of a network, not at the top of an org-chart.
Chris Fussell /
Interconnected
Organization
Network
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On any high-performing team I've been a part of, putting mission first, and team before self, was always key to collective success.
Chris Fussell /
Collective
Mission
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Before you can trust your team to make decisions better than you would have, you need to build their capability to connect the dots.
Chris Fussell /
Capability
Dots
Connect
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As the insurgency in Iraq started to grow, we realized this is a connected network of individual actors that can move at light speed.
Chris Fussell /
Connected
Individual
Insurgency
Speed
Network
Realized
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By providing clear objectives for your team, and setting guardrails for how they get there, you will set them on the path to success.
Chris Fussell /
Clear
Objectives
Path
Providing
Team
Set
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In 2010, I was an executive officer in the Navy, splitting my time between U.S. headquarters and being deployed to an international location.
Chris Fussell /
Headquarters
International
Location
My Time
Navy
Splitting
Deployed
Executive
Officer
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A dynamic team cannot rely solely on orders; they must be able to read each others' every move so they can act as parts of a coordinated whole.
Chris Fussell /
Rely
Coordinated
Dynamic
Orders
Solely
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If you're trying to stay productive, stop and think, 'Are my meetings actually productive, or are we merely having meetings for meetings' sake?'
Chris Fussell /
Sake
Merely
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As I found while leading special operations forces in Iraq and Afghanistan, if the problem is interconnected, your organization must be, as well.
Chris Fussell /
Afghanistan
Interconnected
Operations
Organization
Leading
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The reality, as the battlefield taught us, is that a 20th-century organizational system is simply insufficient for the speed of the information age.
Chris Fussell /
Age
Information
Information Age
Insufficient
Organizational
Reality
Speed
Taught
Battlefield
Simply
System
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The Defense Department is prone to all of the 'traditional bureaucratic rules,' which is the same thing you'll find in most traditional government systems.
Chris Fussell /
Defense
Department
Traditional
Rules
Bureaucratic
Prone
Same Thing
Systems
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If the most deeply interconnected individuals can exemplify the behaviors that your official top brass sets out, then the rest of the organization will follow suit.
Chris Fussell /
Brass
Interconnected
Organization
Behaviors
Your Will Rest
Official
Sets
Suit
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How often are you really realigning yourselves on strategy? And does it need to be faster, based on how quickly your market actually changes? The answer is usually yes.
Chris Fussell /
Faster
Strategy
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The 21st century is dominated by networks because the introduction of the information age, we can suddenly create, free flow these globally distributed, organic, shaped networks of individuals.
Chris Fussell /
Age
Century
Flow
Information
Information Age
Introduction
Free
Networks
Create
Distributed
Dominated
Globally
Individuals
Shaped
Organic
Suddenly
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The information age has ushered in a networked and interdependent world, one in which challenges and opportunities appear and disappear faster than traditional organizational models can manage.
Chris Fussell /
Disappear
Faster
Information Age
Manage
Models
Organizational
Appear
Interdependent
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As a leader, you must consistently drive effective communication. Meetings must be deliberate and intentional - your organizational rhythm should value purpose over habit and effectiveness over efficiency.
Chris Fussell /
Communication
Consistently
Deliberate
Habit
Leader
Meetings
Organizational
Purpose
Rhythm
Should
Drive
Effective
Must
Over
Intentional
Value
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Most teams are naturally flat; they have fewer members than a large enterprise, which allows for intimacy and trust to form. This makes collaborative problem solving in individual teams more straightforward.
Chris Fussell /
Enterprise
Fewer
Intimacy
Straightforward
Trust More Than
Naturally
Collaborative
Solving
Teams
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As a leader, you sit at a different level of perspective from your team, either with line of sight higher and across the organization structure or connected at more senior levels with your clients and partners.
Chris Fussell /
Clients
Levels
Partners
Senior
Sight
Structure
Different Level
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Bureaucratic advancement means fewer peers, more span of control, generally an increasing information-pump function, and increased distance from the actual implementation of whatever it is the organization does.
Chris Fussell /
Advancement
Distance
Fewer
Function
Implementation
Peers
Actual
Bureaucratic
Increasing
Span
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When we first met, I was probably six layers down in the military structure, but General McChrystal at that time was a soldier's leader, and he was part of the task force. So everyone developed close relationships.
Chris Fussell /
Force
Layers
Military
Six
Soldier
Structure
Developed
Met
Relationships
Task
Task Force
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The 20th century was all about hierarchies: if you want to create something, if you want to start a country, create a product, whatever it is. Your goal is to create a highly efficient hierarchical model, scale it, because that's what the competition's doing.
Chris Fussell /
Efficient
Scale
Hierarchical
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There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
Chris Fussell /
Empowering
Faster
Norm
Vigilant
Associated
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It's difficult to feel as though you are truly being effective at work. Many of us feel trapped in endless meetings, with barely any time to grab lunch, let alone do any work. Overarching strategies and key priorities seem completely divorced from the day-to-day tactics.
Chris Fussell /
Day To Day
Divorced
Endless
Lunch
Meetings
Priorities
Tactics
Trapped
Alone Time Work
Barely
Effective
Alone Work Time
Grab
Strategies
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In the military, and in business, the most elite and effective teams I've seen or been part of are filled with individuals who take responsibility for their choices. Life is a series of decisions that you make and actions you take, not a series of things that happen to you.
Chris Fussell /
Choices
Filled
Military
Responsibility
Series
Decisions
Actions
Seen
Effective
Elite
Individuals
Life Is A
Teams
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As you move up a traditional, sort of bureaucratic structure, there's a certain point at which you realize, 'Well, I'm not really on the implementation or execution side - I'm not on the battlefield. I'm an operations person who's overseeing multiple units that are out on the ground doing the job.'
Chris Fussell /
Execution
Implementation
Multiple
Operations
Overseeing
Structure
Traditional
Units
Battlefield
Side
Bureaucratic
Certain Point
Realize
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Silos and bureaucracy are well-oiled machines in corporate America, but they are ultimately perpetuated by individual behavior. If we start behaving differently, we can create change. In other words, shifting your focus onto the team - or the ship as a whole, not just yourself - will have meaningful impact.
Chris Fussell /
Bureaucracy
Corporate
Corporate America
Impact
Machines
Meaningful
Shifting
Behaving
In Other Words
Onto
Ultimately
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Special operations are small, highly specialized. They do amazing work when they're put into the fight, but it's a limited resource. And so if we become overly dependent on an organization that's designed for a very specific mission and expect them to solve all problems around the world, you're naturally going to overextend it.
Chris Fussell /
Dependent
Operations
Naturally
Designed
Overly
Mission
Resource
Specialized
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Chris Fussell Quotes - Page 1

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