I wrote a draft press release and sent it to my higher headquarters for consideration and release. They kept the factual information but changed 100 percent of the words I used. I didn’t care, I gave them an option and they made a decision. On to the next task.
We recommended a respond-to-query posture to our commander. He said we’d have to go active. We told him how we would do that, and then took action. He appreciated our recommendation and the discussion because we gave him options.
My best writer came to me with three ideas for articles she wanted to work on. I gave her a fourth topic to dig into instead. Did she fail me? Hell no, she thought hard about her work and made achievable, feasible recommendations. She gave me options.
We want to make our buildings and physical environment look good and reflect the pride we have in our organization. One of our team members did a lot of research and graphics work to show the project’s potential. Resources are scarce, and the projects haven’t been completed yet. However, our senior leaders understand the potential, and we’re one step closer to a tangible decision. The options are on the table.
A staff officer from a different division “briefed” our entire command team on an initiative he was running. He showed a goofy video, regurgitated broad generalities and warned that it would be a long road, with no indications of tangible action. He offered no options, suffered public humiliation and was removed from the project.
What’s my point? Your influence and success is directly tied to your ability to generate well-prepared and -reasoned options, allowing commanders to make command-level decisions. You’re only as good as the options you can offer.
- You can only generate real options after you become intimately familiar with the situation and the organization’s priorities. Do the research to build a baseline of what’s worked in the past, for your organization and others.
- Generating options doesn’t mean throwing all of the possibilities on the table and making the boss decide. Have a recommendation and know the top two or three courses of action, inside and out. Give your commander a tie-breaking vote, not the Cheesecake Factory menu.
- Don’t let emotion or ego get in the way. It’s not about you, it’s about what’s best for your organization. You aren’t the commander so don’t try to make unilateral decisions.
- Make it achievable. “Options” should be relentlessly focused on accomplishing the mission, not driving your agenda of wanting more people, equipment, access or policy. Exude confidence; tell people you’re a leader who can achieve scaled effects with what you have, not sit back and bemoan “if only” you had more.
- Be ready for curveballs, don’t get attached to plans and ideas. Situations change rapidly. When they do, generate new and better options that address your organization’s changing reality.
- Never stop. You got shot down five, ten, twenty times? That’s irrelevant. Your job is to generate options. Even if it’s your 21st shot, approach the situation with fresh eyes, incorporate the things you’ve learned about your leaders and your organization, and make more options.
(Photo by Lance Cpl. Niles Lee, DVIDS)
