gen barry r. mccaffrey, usa (ret.) october 2013 leadership in crisis situations presentation to:...

GEN Barry R. McCaffrey, USA (Ret.)GEN Barry R. McCaffrey, USA (Ret.)October 2013October 2013

www.mccaffreyassociates.comwww.mccaffreyassociates.com

LEADERSHIP IN CRISIS LEADERSHIP IN CRISIS SITUATIONSSITUATIONS

Presentation to:Presentation to:New Jersey Public Safety’s 9New Jersey Public Safety’s 9thth Annual Excellence Annual Excellence

in Policing Leadership and Accreditation Conferencein Policing Leadership and Accreditation Conference

October 29, 2013October 29, 2013

BARRY R. McCAFFREYBARRY R. McCAFFREYGENERAL, USA (RETIRED)GENERAL, USA (RETIRED)

211 N. Union Street, Suite 100Alexandria, VA [email protected] 1 of 12



BIOGRAPHY OF GENERAL BIOGRAPHY OF GENERAL BARRY R. McCAFFREY, USA (Ret.)BARRY R. McCAFFREY, USA (Ret.)

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Barry McCaffrey served in the United States Army for 32 years and retired as a four-star General. At retirement, he was the most highly decorated serving General, having been awarded three Purple Heart medals (wounded in combat three times), two Distinguished Service Crosses (the nation’s second highest award for valor) and two Silver Stars for valor.

For five years after leaving the military, General McCaffrey served as the Director of the White House Office of National Drug Control Policy (ONDCP). Upon leaving government service, he served as the Bradley Distinguished Professor of International Security Studies from 2001-2005; and an Adjunct Professor of International Security Studies from 2006-2010 at the United States Military Academy at West Point, NY. He served as an Associate Professor in the Department of Social Sciences from 1973-1976 teaching American Government and Comparative Politics.

General McCaffrey is a member of the Council on Foreign Relations and the Inter-American Dialogue. He serves on the Board of Directors of the National Association of Drug Court Professionals and the Atlantic Council of the United States. He has served on the Board of Directors of several corporations in the engineering design, technology, and services sectors. He also serves on the Board of Directors of CRC Health Group – the nation’s largest behavioral health care company. He has recently joined the Board of Directors of Prospira PainCare, Inc. He is also proud to serve on South Carolina’s SCRA Board of Advisors.

General McCaffrey attended Phillips Academy, Andover, Mass.; and graduated from West Point with a Bachelor of Science degree. He earned a master's degree in American Government from American University and attended the Harvard University National Security Program as well as the Business School Executive Education Program.

In 2007 he was inducted into the US Army Ranger Hall of Fame at the US Army Infantry Center, Ft. Benning, GA. In May 2010, he was honored as a Distinguished Graduate by the West Point Association of Graduates at the United States Military Academy.

General McCaffrey is married to Jill Ann McCaffrey. They have three married adult children and six grandchildren. Their son, Colonel Sean McCaffrey, just retired from the Armed Forces after his third combat tour.

Currently, General McCaffrey is President of his own consulting firm based in Alexandria, Virginia www.mccaffreyassociates.com. He also serves as a national security and terrorism analyst for NBC News.



AUTHORITY POWER. (Hire-Fire-Promote-Compensate)

EXPERT POWER.(Judgment and Experience Produce Success)

REFERENT POWER.(Does your team see you as a positive example)

LEADING DURING CRISISLEADING DURING CRISIS

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LEAD YOUR SUBORDINATES.

CONNECT THE TEAM HORIZONTALLY.

REINFORCE YOUR SENIOR LEADERSHIP.

THREE DIMENSIONS OF LEADERSHIPTHREE DIMENSIONS OF LEADERSHIP

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WHEN IN CHARGE…TAKE CHARGE.

DEVELOP A PLAN.

MANAGE DOWN ONE LEVEL…SEE DOWN TWO.

DON’T EVER BE SATISFIED.

GO FIRST.

FACTORS OF EFFECTIVE LEADERSHIPFACTORS OF EFFECTIVE LEADERSHIP

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THEORY X? (Pain Avoidance – goal disconnect between mission and individual)

THEORY Y? (Success drives individual – pride links individual to mission)

LEADERSHIP ASSUMPTIONS LEADERSHIP ASSUMPTIONS ABOUT PEOPLEABOUT PEOPLE

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COGNITIVE DISSONANCE – AUDIENCE FILTERS OUT THE LEADER’S MESSAGE. (Use the right language – common values and link to the past)

PREVENT AUDIENCE CHANGE OF PERCEPTION OF THE LEADER. (Sell the messenger and then the message)

SELL THE REWARDS OF ACCEPTING CHANGE. (We are solving your problems not mine)

ALL CHANGE BOTH GOOD AND BAD –ALL CHANGE BOTH GOOD AND BAD –IS RESISTED WITH EQUAL INTENSITYIS RESISTED WITH EQUAL INTENSITY

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FORGET THE MBA MODEL…NOT NUMBERS BUT OUTCOMES.

FOCUS ON THE CUSTOMERS.

BACKWARD PLAN THE BUSINESS CONCEPT (PEOPLE, RESOURCES, PLAN, TIME) HOW DID WE GET TO THE OUTCOME?

DON’T DO PERFECT WORK – ISSUE SIMPLE MISSION AND WARNING ORDERS TO YOUR SUBORDINATES IMMEDIATELY.

DE-CENTRALIZE – GIVE RESOURCES, AUTHORITY, AND ACCOUNTABILITY TO YOUR SUBORDINATE TEAM LEADERS.

WHO IS IN CHARGE?

LEADERS ORGANIZE – DON’T THEORIZELEADERS ORGANIZE – DON’T THEORIZE

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BE IN GOOD PHYSICAL SHAPE. (overweight, alcohol, tobacco, exercise)

GET 31/2 HOURS OF SLEEP, EAT TWO MEALS, READ.

REMEMBER YOUR HONOR. (What would your Mom say?)

AT RETIREMENT – HOW WILL YOU BE VIEWED BY YOUR FAMILY AND THE RISING LEADERSHIP?

TAKE CARE OF YOURSELF!TAKE CARE OF YOURSELF!

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TEN LEADERSHIP LESSONSTEN LEADERSHIP LESSONS

• The difference between being selected as Chairman/CEO or Vice-President.

• The only consistent trait of very successful leaders.

• The relative power of reward and punishment.

• Invest in technical expertise and leadership development – the same as financial controls, marketing, capital investment.

• Decentralize authority, resources, time, and accountability to subordinate commanders.

• Units do what the commander checks.

• Listen to your boss – you may be about to learn something.

• Be careful about competition among subordinate elements using comparative metrics.

• The leader must not share his worst fears with the troops.

• Lessons from Colin Powell – Honor the first line workers. 10 of 12



LEADERSHIP INSIGHTS – LEADERSHIP INSIGHTS – SPEAKING FROM EXPERIENCESPEAKING FROM EXPERIENCE

• Changing a leadership culture cannot be dictated from above.

• Don’t ask people for more than they can do.

• Develop sensible financial controls or someone will steal the money 100% of the time.

• Teach integrity…set the example…always have compassion.

• Only try one major new initiative at a time.

• You cannot borrow a leadership style that does not fit you.

• Dealing with the international community – follow the rules your mother taught you.

• Being out front can be risky.

• Be candid in addressing a personal leadership confrontation but do not lay all your cards on the table – especially in writing.

• If you are a drunk - we’ll never put you in charge.

• How to easily run large, complex organizations.

• Realistic training and rehearsal of procedures will absolutely predict crisis behavior.

• How to successfully execute complex plans.

• You cannot lead if the troops have not granted you their trust.

• When you screw up – aggressively accept personal responsibility.

• Embrace diversity.

• Communications – use the right words.

• Stay scared -- and get in the first punch.

• Only be transparent with a lawyer you are paying.

• Do not forget obedience.11 of 12



Source: The Gallup Organization, Poll dated June 13, 2013Source: The Gallup Organization, Poll dated June 13, 2013

10%

23%

23%

26%

34%

35%

36%

48%

57%

76%

20%

Congress

Television news

Newspapers

Banks

Public Schools

Medical System

Supreme Court

Religion

Police

US Military

0% 40% 60% 80%

32%

President

THE AMERICAN PEOPLE:THE AMERICAN PEOPLE:A CRISIS OF CONFIDENCE IN A CRISIS OF CONFIDENCE IN

INSTITUTIONSINSTITUTIONS

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gen barry r. mccaffrey, usa (ret.) october 2013 leadership in crisis situations presentation to:...

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