In my search, I discovered this book only in Dutch, yet its content is so pivotal that I felt compelled to share its essence. It focuses on the key concepts of initiative and unity of effort, underscoring their critical importance. The book elaborates on how taking initiative and fostering a unified approach are fundamental in achieving goals and overcoming challenges. These ideas are not only central to the book’s message but also resonate widely with anyone looking to make a meaningful impact. It highlights the significance of collective action and the power of working together towards a common purpose, making it a must-read for those aspiring to lead and inspire.
On Initiative and Unity of Effort: Context
Leaders passionate about driving momentum focus on the invaluable insights from experiential stories. The discussion includes the strategic use of experiences by notable Prussian soldiers during the Napoleonic Wars. These historical examples serve as the foundation for developing a doctrine, the Auftragstaktik, applicable to contemporary organizations seeking to harness or create momentum. The author skillfully translates military strategies into business language, emphasizing the principles of initiative and unity of effort. Through numerous examples, the concept of Auftragstaktik is elucidated, underscoring its relevance in fostering organizational momentum by encouraging initiative and coordinated effort.
The Most Important Points in Auftragstaktik
Some of the most important points in the (military) Auftragstaktik doctrine are as follows:
- A focus on the end (purpose) rather than on the means (command). To achieve this, everyone must know, in addition to their own purpose, the circumstances, the mission and the purpose of the “next higher” level, so that a fallen or called away leader can be seamlessly replaced without jeopardizing the goal.
- Giving as much freedom as possible to subordinates in execution. Only absolutely necessary preconditions may be given as a restriction, such as mutual coordination.
- Restricting flexibility or the ability of subordinates to take initiative is permissible only in the most coercive circumstances.
- The relationship between officers and men is one of equality, mutual trust and self-confidence.
- A leader should not prescribe details, but should be available for advice and guidance if their subordinate needs or requests it.
- Not a leader above the group, but a leader within the group. Living together, suffering together.
- Discipline is obedience to the goal, not obedience to the command.
- A leader is also a mentor, educator, and teacher.
- A leader shows exemplary behavior. He is distinguished by a sense of justice, superior knowledge and experience, moral seriousness, self-control, and courage.
- A leader encourages and exhibits initiative and momentum. He’d rather make a mistake than not make a decision.
- Mistakes made as a result of a wrong choice will not be punished. Indecisiveness, inaction, or deliberate wrong behavior is.
If you found this topic interesting, you might also enjoy reading What is a continuity policy? A proposal and You are going to outsource: what are points of attention for risk?