Frontline Staff Quotes

After years of operating in a top-down manner that emphasizes control and conformance, organizations are rife with obstacles to bottom-up ideas that front-line staff are forced to overcome.

From around the periphery of the city the Marine battalion staffs arrived in small clusters of Humvees and LAVs, dismounting outside the walls of the MEF, striding in tight groups through the makeshift plywood door into the alcove of the stone mansion that served as the regi-mental HQ, draping their ceramic armor vests and Kevlar helmets over the wooden racks that lined the wall outside the conference room. Several carried M4 carbines or M16s, while others wore pistols on their hips or in shoulder holsters. It was like a meeting of knights in the fifteenth century—large, purposeful men neatly arraying their armor before sitting down at the banquet table to discuss the business of making war. The mood was upbeat, with many smiles exchanged. The dickering was over. It was time to finish the task. They stood talking until Col Toolan strode in; then they took seats around a long, square table with a huge photomap of Fallujah on the wall.

Talk to any recently discharged veteran and he will tell you that the rapidly swelling staff of generals in the military has far more experience coordinating human resource seminars than with frontline combat.

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Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

Whether the army was capable of carrying out such an operation was a question never asked. The officer corps had been repeatedly purged, those ousted replaced by some 2,000 Ba’thist-indoctrinated ‘educators.’ “I worked as a teacher in the staff college,” remembered Ibrahim Isma’il Khahya who, in 1966, became commander of the 8th Infantry Brigade. “My officers were mostly teachers, too. They weren’t ready for war.” The head of intelligence for the Golan district, Col. Nash’at Habash, had been kicked out and replaced by a mere captain, brother of a high-ranking Ba’th official. Ahmad Suweidani, the former military attaché in Beijing, had been boosted from colonel to lieutenant general and chief of staff. Though Syria’s 250 tanks and 250 artillery pieces were generally of more recent vintage than Israel’s, their maintenance was minimal. Supply, too, could be erratic; deprived of food, front-line troops had been known to desert their posts. The air force was particularly substandard. An internal army report rated only 45 percent of Syria’s pilots as “good,” 32 percent as “average,”‘ and the remainder “below average.” Only thirty-four of the forty-two jets at the Dmair and Saiqal airfields were operational. Yet, within the ranks, morale had never been higher. Capt. Muhammad ‘Ammar, an infantry officer serving in the fortress of Tel Fakhr, recalled: “We thought we were stronger, that we could cling to our land, and that the Golan was impenetrable. We were especially heartened by the unity between Syria, Egypt, and Jordan.” Another captain, Marwan Hamdan al-Khuli, heard that “we were much stronger and would defeat the enemy easily.

...executives are often insulated from the scale and variety of problems faced by junior employees. Even when senior leaders try to seek out information, most employees put on a brave face because they’re afraid to show weakness or vulnerability. Top leaders are further handicapped by their own psychology: Research shows that power reduces empathy, which means they identify less with both the frontline employees’ challenges and the middle managers who must deal with these issues daily.

BIS is an opaque, elitist, and anti-democratic institution, out of step with the twenty-first century. The BIS should have been closed down in the early 1930s, after the collapse of the German reparations program. Instead it funded the Holocaust and the Nazi war machine. Its staff members, such as Thomas McKittrick and Per Jacobssen, passed vital economic intelligence to the Nazis—often with the knowledge of the Allied authorities. The bank embodied the most cynical kind of capitalism. While millions died, it kept financial channels open across the frontlines.

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