Midway Speech

For 47 years, the USS Midway and its crews served our nation during the Korean War, Vietnam War, Gulf War, and countless other operations. Imagine how many sailors and Marines traversed those decks from the time it was commissioned as the first Midway-class aircraft carrier on 10 September 1945, until it was decommissioned on 11 April 1992.

But why was the ship named the “Midway”? The answer to that, I believe, is a story that everyone here can benefit from.

All of you want to be part of “learning organizations” that can quickly adapt to a changing environment.

That was also true for the American military prior to World War II. Imagine you were a Navy Admiral in 1941. You have been invited, along with all the senior naval officers serving in Washington, to attend a breakfast at the Army-Navy Club in downtown D.C. The host is Admiral Harold Stark, Chief of Naval Operations, and the breakfast is scheduled for 0800 on Sunday, 7 December 1941. As you settle into your seat, it is 0200 in Honolulu, and the nation is at peace, but events are moving rapidly toward a conflict with Imperial Japan.

At the conclusion of the meal, Admiral Stark rose and said the following: “Gentlemen, I have been thinking a lot about the future of our Navy as danger looms globally, and I need your help. What is truly our brand? When I say United States Navy, what word or words come to your mind? What picture immediately flashes in your brain?” I have asked countless modern naval officers for their answer—everyone has said “the battleship.” To reinforce this, a few weeks before, on 29 November 1941, Navy defeated Army 14-6 in football before 100,000 people in Philadelphia Municipal Stadium. In fact, the Navy football team finished the season ranked 10th in the nation. In the program that day was a picture of a battleship. The caption read, “A bow-on view of the USS Arizona as she plows into a huge swell. It is significant that despite the claims of air enthusiasts, no battleship has yet been sunk by bombs.” The battleship was the center of Navy culture at 0800 that morning. Ten hours later, that was no longer true. The aircraft carrier was now predominant in naval warfare. The world had changed.

A little over four months later, on 18 April 1942, 16 medium-range Army Air Corps bombers were launched from the USS Hornet and bombed Tokyo, the capital of Imperial Japan. The 80 aviators involved in this mission were led by Army Lt. Col. Jimmy Doolittle.

Prior to Pearl Harbor, no one had ever considered launching bombers from an aircraft carrier or done any planning to make that happen. They figured it all out in a few months...

Two months later, on 4 June 1942, was the Battle of Midway. The Japanese were convinced that it was impossible for the U.S. to have launched a bombing raid against their capital from aircraft carriers, so they firmly believed the attack had come from Midway Island. Admiral Yamamoto, commander of the Imperial Japanese Navy, dispatched four carriers in a task force to capture Midway. He thought this might ensure victory for Japan. Admiral Nimitz took enormous risks and sent the remaining American carriers and a task force to intercept the Japanese.

Japan lost all four carriers during the battle that ensued. The U.S. lost one. But during the Battle of Midway, the two fleets never came within gunfire range of each other. It was aircraft carrier against aircraft carrier. Midway, ladies and gentlemen, was the turning point for the war in the Pacific.

The Japanese never recovered, and that is why this ship was named Midway.

Throughout history, the military is criticized (and rightfully so, quite frankly) for preparing for the last war or, as I like to say, the “last war that it liked.”

But the Battle of Midway is a classic example of being a learning organization at a moment of dramatic change.

Sir Michael Howard, a famous British strategic thinker, once said that success is often “the capacity to adapt oneself to the utterly unpredictable, the entirely unknown.”

Victory in war often goes to the side that can adapt the most quickly to changing conditions.

And that is what you are trying to do as well, as you adapt to the ongoing dramatic changes we are experiencing economically, socially, politically, and geopolitically to best serve your clients.

In that regard, Peter Drucker, the famous organizational theorist, once said that innovation is “change that brings on a new level of performance.” The Wright brothers invented the airplane, but the innovation was using it to deliver the mail, passengers, cargo, or for the military. The American military was innovative in the development not only of the aircraft carrier but the associated aircraft, systems to support it, and tactics to employ the carrier in battle.

Today, the United States has eleven aircraft carriers, and consequently, we are the only nation that can project and sustain large-scale military operations at great distances from our shores. In a similar fashion, you and your organizations must also be innovative in dealing with the ongoing dramatic changes of today.

I firmly believe we, as a nation, are at a major inflection point in our history, and, if you reflect on it, I also believe that such inflection points have occurred about every 75 years in our history. Furthermore, we have normally taken at least five to ten years to adjust to a new reality.

Consider the following: In 1783, American representatives signed the Treaty of Paris with the British, which ended the American Revolution and established our country as a free and independent nation—clearly an inflection point. But we did not sign our Constitution until September 1787, nearly five years later.

If you add 75 to 1783, you get 1858! Another major inflection point in our history as we moved rapidly toward the American Civil War. It began in 1860 with the secession of South Carolina and lasted nearly five years. Many might argue that the effects of this conflict are still being felt to this very day.

If you add 75 to 1865, you get 1940! Again, a major inflection point, as World War II had, in many ways, begun in Europe and Asia, though we would not formally enter the conflict until Pearl Harbor. It lasted until Japan surrendered in September 1945.

If you add 75 to 1945, what do you get? 2020, and the onset of a major global pandemic that has killed 3 million people around the world. There is little question that we are still dealing with its effects at home and around the world.

As we meet tonight, there are ongoing wars in the Middle East that many fear might escalate at any moment into a regional conflict stretching from the Mediterranean to Afghanistan. The war in Ukraine—the largest war in Europe since WWII—continues into its third year with little prospects for a return to peace. Tensions are rising in Asia due to the aggressive policies of the People’s Republic of China, and many fear a war could break out over the continued independence of Taiwan. Here at home, we are in the midst of what will clearly be one of the most contentious elections in modern history, likely to be one of the closest.

But in every crisis, there is opportunity. There are many reasons to worry or even be afraid. But there are also reasons to be optimistic.

I teach at a small college, Dickinson College, and still believe the vast majority of young people I encounter on campus are truly remarkable. They are far smarter and more talented than I was at their age. We are also witnessing remarkable changes almost daily in technology, health care, and other fields. I recently spoke with an expert on artificial intelligence who told me AI would have a greater impact on education than anything that has occurred since the invention of the book.

Let me conclude by using a quote from an old book about another time when global challenges loomed large. In 1859, Charles Dickens wrote his famous book, A Tale of Two Cities. His novel takes place from 1775 to 1792, as Europe is dealing with not only the American Revolution but also the French Revolution and the Napoleonic Wars that followed.

Dickens begins his novel as follows:

"It was the best of times, it was the worst of times,
It was the age of wisdom, it was the age of foolishness,
It was the epoch of belief, it was the epoch of incredulity,
It was the season of light, it was the season of darkness,
It was the spring of hope, it was the winter of despair,
We had everything before us, we had nothing before us,
We were all going direct to Heaven, we were all going direct the other way...."

3 Key Strategies to Master Communication

Effective communication is the cornerstone of building trust, inspiring action, and fostering collaboration within teams.

In today's fast-paced and interconnected world, leaders must effectively communicate their vision, values, and goals with clarity and impact.

In this article, we want to share three essential communication strategies: 

1. The Power of Storytelling

Storytelling is a timeless and powerful communication tool that transcends cultural and linguistic boundaries.

Leaders who master the art of storytelling can captivate audiences, inspire action, and convey complex ideas in a compelling and memorable way. Stories have the unique ability to engage both the intellect and the emotions, making them an effective vehicle for conveying values, illustrating challenges, and celebrating successes.

Effective storytelling begins with authenticity and vulnerability.

Leaders who share personal anecdotes and experiences create a deeper connection with their teams, fostering trust and rapport. Moreover, stories should be crafted with purpose and intention, aligning with the organization's mission and values. Whether it's communicating a new strategy, rallying support for a change initiative, or celebrating a milestone, leaders can leverage storytelling to create a shared sense of purpose and meaning within their teams.

2. The Art of Active Listening

While leaders often focus on honing their speaking skills, the ability to listen actively is equally essential for effective communication. Active listening involves fully engaging with the speaker, empathizing with their perspective, and seeking to understand their underlying thoughts and emotions.

By listening attentively, leaders demonstrate respect, empathy, and openness, laying the foundation for meaningful dialogue and collaboration.

Active listening also involves asking probing questions, seeking clarification, and paraphrasing to ensure mutual understanding.

Leaders who practice active listening create a safe and supportive environment where team members feel valued and heard.

This fosters trust and encourages open communication, leading to more innovative ideas, creative solutions, and effective decision-making.

3. Fostering Open Dialogue Within Teams

Effective leadership communication is not just about conveying messages from the top down; it's also about fostering open dialogue and collaboration within teams.

Leaders play a critical role in creating an environment where diverse perspectives are welcomed, dissent is encouraged, and constructive feedback is valued. By fostering open dialogue, leaders tap into the collective intelligence of their teams, unlocking new insights and driving innovation.

One way leaders can foster open dialogue is by creating regular opportunities for team members to share their thoughts, ideas, and concerns.

This could involve team meetings, brainstorming sessions, or informal gatherings where everyone has a chance to contribute. Leaders should also lead by example, actively soliciting feedback, and demonstrating a willingness to listen and learn from others.

Moreover, leaders can create channels for anonymous feedback, ensuring that team members feel comfortable expressing their opinions without fear of reprisal. By fostering a culture of openness and transparency, leaders empower their teams to speak up, challenge the status quo, and drive positive change.

In conclusion, effective leadership communication is essential for building trust, inspiring action, and fostering collaboration within teams.

By mastering the art of storytelling, practicing active listening, and fostering open dialogue, leaders can create a culture of communication excellence where ideas flow freely, and innovation thrives.

As the pace of change accelerates, effective communication will continue to be a hallmark of successful leadership.

The Triad of Resilient Leadership: Strategies for Thriving Amidst Challenges

In the ever-evolving landscape of leadership, resilience stands out as a defining characteristic of success.

Resilient leaders possess the ability to navigate adversity, manage stress, and bounce back from setbacks with unwavering determination.

Here are three key strategies for building resilience as a leader, managing stress effectively, and mastering the art of bouncing back from setbacks.

1. Mindful Self-Care

Resilient leadership begins with self-care. In the relentless pursuit of goals and objectives, it is easy to neglect your own well-being, leading to burnout and diminished effectiveness. However, prioritizing self-care is not a luxury but a necessity for sustainable leadership.

This entails cultivating mindfulness practices that promote self-awareness and emotional regulation.

Mindfulness techniques to try include meditation, deep breathing exercises, and journaling.

Maintaining a healthy work-life balance is paramount for resilience. You must carve out time for rest, relaxation, and activities that nourish their mind, body, and soul.

Whether it's spending quality time with loved ones, pursuing hobbies, or engaging in physical exercise, investing in self-care rejuvenates you and equips you to face challenges with renewed vigor.

By modeling healthy behaviors, you as a leader inspire your teams to prioritize their own well-being and foster a culture of resilience within the organization.

2. Adaptive Leadership

Resilient leaders embrace adaptability as a core principle of their leadership approach. In today's volatile and uncertain world, change is inevitable, and you must be prepared to pivot swiftly in response to evolving circumstances. This entails cultivating a growth mindset that views setbacks as opportunities for learning and innovation. Rather than dwelling on past failures, you must step back and analyze the root causes of setbacks, extract valuable lessons, and apply them to future endeavors.

Fostering a culture of experimentation and creativity encourages adaptability at all levels of the organization. By empowering team members to take calculated risks and explore new ideas, leaders foster a sense of ownership and resilience within the workforce.

Effective communication plays a pivotal role in adaptive leadership, as transparent and open dialogue facilitates collaboration, aligns goals, and builds trust amidst uncertainty.

3. Resilient Mindset

At the heart of resilient leadership lies a resilient mindset.

Resilient leaders possess unwavering optimism, perseverance, and resilience in the face of adversity.

They view challenges as opportunities for growth and innovation, rather than insurmountable obstacles. Cultivating a resilient mindset requires cultivating self-belief and a sense of purpose.

As a resilient leader, you actively seek out support networks that provide encouragement, guidance, and perspective during challenging times. Whether it's mentorship, peer support groups, or professional networks, surrounding oneself with trusted allies fosters resilience and strengthens leadership capabilities.

By nurturing a resilient mindset within yourself and your teams, you inspire resilience, innovation, and sustained success in the face of adversity.

In conclusion, resilient leadership is essential for navigating the complexities of today's world.

By prioritizing mindful self-care, embracing adaptive leadership principles, and cultivating a resilient mindset, leaders can effectively manage stress, bounce back from setbacks, and thrive amidst challenges.

You as leaders have the power to inspire and empower your team to overcome obstacles with grace, determination, and unwavering resilience.

Adaptive Leadership: Thriving Amidst Uncertainty

In the whirlwind of today's dynamic and unpredictable world, traditional leadership approaches often prove insufficient in navigating the complexities of change.

Enter adaptive leadership – a framework tailored to empower leaders to flourish amidst uncertainty.

In this article, we delve into three key points illuminating how leaders are adapting their strategies and behaviors to navigate uncertain and rapidly changing environments. 

1. Embracing Agility and Flexibility: Adaptive leaders recognize that rigid, one-size-fits-all strategies are ill-suited to thrive in turbulent times.

Instead, they embrace agility and flexibility as guiding principles. These leaders understand that what works today may not work tomorrow, necessitating a continuous process of adaptation and evolution. They foster a culture where innovation and experimentation are celebrated, encouraging their teams to explore new ideas and approaches without fear of failure. 

In practice, this may entail implementing agile methodologies, to enable rapid iteration and responsiveness to changing circumstances. It could also involve decentralizing decision-making processes, empowering frontline employees to make real-time adjustments based on emerging challenges and opportunities. By prioritizing agility and flexibility, adaptive leaders equip their organizations with the resilience needed to thrive amidst uncertainty. 

2. Cultivating a Learning Mindset: In times of change, the ability to learn and unlearn becomes paramount.

Adaptive leaders cultivate a learning mindset within their organizations, encouraging continuous growth and development at all levels. They recognize that navigating uncertainty requires a willingness to challenge assumptions, embrace new perspectives, and adapt to evolving realities. 

To foster a learning culture, adaptive leaders invest in employee development initiatives, such as training programs, workshops, and coaching sessions. They create opportunities for cross-functional collaboration and knowledge sharing, enabling individuals to leverage their collective expertise to tackle complex problems. Moreover, they lead by example, demonstrating a commitment to lifelong learning and personal growth. 

By prioritizing learning and development, adaptive leaders ensure that their organizations remain agile and resilient in the face of change. They empower their teams to embrace challenges as opportunities for growth, rather than obstacles to be feared. 

3. Building Trust and Resilience: In uncertain times, trust serves as the bedrock of effective leadership.

Adaptive leaders understand the importance of building and maintaining trust within their teams and across their organizations. They prioritize open and transparent communication, keeping their employees informed and engaged throughout periods of change. They demonstrate empathy and compassion, acknowledging the challenges faced by their teams and offering support and encouragement when needed. 

Moreover, adaptive leaders foster resilience within their organizations, equipping their teams with the tools and resources needed to navigate adversity. They instill a sense of purpose and direction, rallying their employees around a shared vision and values. They create a supportive environment where individuals feel empowered to take risks and overcome obstacles, knowing that they have the backing of their leaders and colleagues. 

By prioritizing trust and resilience, adaptive leaders lay the foundation for long-term success in uncertain times. They cultivate a culture where individuals feel valued, supported, and inspired to achieve their full potential. 

In conclusion, adaptive leadership offers a powerful framework for navigating uncertain and rapidly changing environments. By embracing agility, cultivating a learning mindset, and building trust and resilience, leaders can position their organizations for success in an ever-evolving world.

As the pace of change accelerates, the need for adaptive leadership has never been greater.

Those who heed its principles will not only survive but thrive amidst uncertainty.

Building Bridges: Strategies for Fostering Diversity and Inclusion in the Workplace

Diversity, equity, and inclusion are highly discussed, but how do we see to implement supportive practices every day?

A diverse and inclusive workplace isn’t just good for morale; it’s also good for business. It drives innovation, fosters creativity, and attracts top talent.

Let’s explore some key strategies to ensure you’re creating an environment where everyone feels valued, respected, and empowered to bring their authentic selves to work…

1. Cultivate a Culture of Belonging

People want to feel like they’re part of something bigger than themselves - like they belong to a community where their contributions are valued.

As leaders, it’s our job to create that sense of belonging. Encourage open dialogue, create opportunities for collaboration, and celebrate the unique contributions of each team member. When people feel like they belong, they’re more likely to bring their best selves to work every day.

2. Lead by Example

As the saying goes, actions speak louder than words. If you want to foster diversity and inclusion in the workplace, you need to lead by example. That means walking the walk, not just talking the talk.

Show your team that you value diversity by actively seeking out diverse perspectives, championing inclusive policies, and holding yourself and others accountable for creating an inclusive environment.

Be an ally for underrepresented groups and use your privilege to amplify their voices.

Remember, leadership isn’t just about what you say - it’s about what you do.

3. Invest in Education and Training

Building a truly inclusive workplace requires ongoing education and training. Invest in programs that raise awareness of unconscious bias, promote cultural competence, and teach inclusive leadership skills. Provide resources and support for employees from underrepresented groups and create opportunities for mentorship and career development.

 The more you educate yourself and your team, the better equipped you’ll be to navigate the complexities of diversity and inclusion.

Your employees are your greatest asset, and their experiences and perspectives can provide invaluable insights into how to make your workplace more inclusive. Listening and creating channels for feedback help encourage open communication and make sure that your team feels heard.

Most importantly, you must act on what you hear. Show your team that their voices matter by taking concrete steps to address their concerns and create positive change.

Fostering diversity and inclusion in the workplace isn’t just the right thing to do - it’s the smart thing to do. By cultivating a culture of belonging, leading by example, investing in education and training, implementing inclusive policies and practices, and listening and learning from your team, you can create a workplace where everyone feels valued, respected, and empowered to succeed.

And that’s a recipe for success that benefits EVERYONE.