No one gets between me and the commander.
Not the Aide, XO, Secretary, Chief of Staff..no one. My relationship with the commander is too important to be filtered. He believes that, so should you and everyone else.
Why? The PAO has a strategically important job that requires the commander’s direct knowledge, judgement and direction. Your actions often requires him to take personal risk. Your job is too important to confuse and delay through bureaucracy.
So what do you do when there are gatekeepers? What do you do when the commander ignorantly says, ‘I want you to report to the Chief, he will keep me informed.’
Step One: Kick ass. You have to do magnificent work. You have to BE the expert. If you’re not now, read more, watch people, meet with good communicators and learn.
Step Two: Provide the commander critical feedback. Every time he communicates provide smart, calculated and critical feedback.
Step Three: Be a part of the team. Always contribute. Always staff. Sit at the table (even if you’re not invited) and make useful, thoughtful comments. The only way you can genuinely do this is by knowing whats going on in your organization.
Step Four: Just do it. When you need to talk to your commander, talk to him. Copy him on emails, bring him into YOUR fold.
A few war stories:
As a young Major, I could see the commander’s bathroom from my desk. When I needed to talk to the boss, I would stand near the door so when he left I could ‘run into him’ in the hallway. I was efficient and smart in what I had to say, I got decisions then walked away. Always leaving him wanting more. He started seeking me out.
My commander once asked me to stay longer at my current assignment. I said yes contingent on the agreement that I was given uninhibited, all access to him whenever I needed it. He was surprised at my audacity but agreed. I only used this when I needed to.
The SECDEF travels with his primary communicator. I point this out at every opportunity.
When one of my 3 stars first took command, he held an all-hands talk with unit members. I emailed him a few minutes after he got back and told him, “I had a few things he could work on that will make us better next time.” He called me up to his office within minutes, I gave him a scathing review with useful tips to improve. He tried to never talk again without talking to me first.
Be great. Be bold. Demand your position in the organization by being valuable.
