discretion or maximum security. More generally, security restrictions regarding particularly sensitive subjects impose forbearance on American participants in some consultations. In a similar vein, the legal provisions requiring exclusive American control of nuclear weapons place limitations on the United States role in consultations; the Nuclear Non-Proliferation Treaty apparently will also mean similar restraints. A variety of other considerations can restrict the participation of the United States in consultations. The United States policy interests elsewhere can impose restraints on our participation in a given consultation. We cannot always make everybody happy; we cannot make both Spain and Great Britain happy in our attitudes toward their dispute over Gibraltar. The degree of common interest and the other country's ability to contribute to the common defense also affect the usefulness of consultation to the United States. As a practical matter, the need for coherent internal studies and decisions places a limit on how much we can speculate until we have had some chance to study a matter and arrive at some reasoned ideas. Specifically, the cycle now used in U.S. defense planning makes engaging in consultation more exacting than it used to be. At what point short of the President's approval of the Secretary of Defense's annual recommendations is it proper or feasible to discuss matters with other governments, even informally? Keeping these limitations in mind is clearly important to effective consultation; but none of them frustrates or invalidates the process. CONSULTATION has served and can continue to serve the United States well. This conclusion emerges clearly from a pragmatic examination of the process itself and its postwar development. It is equally true that consultation is no cure-all, and this should never be forgotten. The record, however, indicates that early, candid, informal discussion between two countries generally constitutes the best way to mutually effective military arrangements. This lesson should not be lost on us in meeting the many defense problems that we face in today's complex world. Arlington, Virginia S INCE executives do not just "appear" when we need them to fill important management positions, they must be "homegrown." Yet we often fail to recognize this and sometimes tend to stunt executive growth by otherwise cultivating our junior managers. Thus, if we are to foster the development of better executives-better managers -for military organizations, senior managers and commanders must give positive guidance in order to realize capability growth in their junior managers/executives. Their aim should be to develop in their subordinates a greater management capability-to develop managers rather than technicians. On the contrary, there is a growing tend ency in commanders and senior staff members to demand increasingly detailed technical data from their managers. As a result, the individual, though assigned to manage, finds it prudent to become intimately familiar with the technical details of his operation so that he can answer the boss at any time on any technical point. Management suffers because the manager's time is spent in technical supervision and research rather than in managing the business. The question is, Do you want a manager or a high graded, highly paid technician in your subordinate management positions? Assuming you want a manager, not a technician, let's give some thought to the ways of developing a manager. grows and assumes more authority and responsibility. Recognize this. Look for it. Fill the urge for growth as far as you can within the unit mission. If he fails or if he displays lack of ability, work with him and for him to develop his talents and abilities. If he can't measure up to your needs and can't be "grown" into the capacity, try to place him in another job where he can produce for you. your information demands Understand what you ask of him in information. Is it necessary that you know technical details, or do you ask for this type of information merely to prove your concern? Are you helping when you force him to ferret out details in which you should not normally engross yourself? Are information demands your detracting from his time and capability to manage, which is the job you assigned him? Do you ask for data in an effort to have him make decisions just as you would make them? A point to remember is that you can, through unrealistic information demands, establish yourself as the fountain of knowledge and the source of all intelligence. This can maltrain your subordinate manager to the point where he finds it easy and normal to "ask the boss" and forfeit his ability and authority. Don't use information requests as a recurring, although subtle, means of imposing your will, your initiative, your thoughts. Make your recurring information needs known to your subordinate manager and arrange the timing, format, and content with him. Ask only for that which you must know. Keep the "nice to know" at the absolute minimum. Information costs time, effort, dollars, and capability and reduces his available "management" time. Don't handicap your manager with massive or detailed information requirements that are not really essential for your position and responsibilities. Be as realistic with him as you would like boss to be with you. your your control Don't interfere with his actions. You may discuss them with him, but he is the manager. Obviously, control is essential, and you can't permit him to run wild. If he has a tendency to get out of hand, you should consider replacement. Until then, however, let him run his shop. So long as he is in control, interfere as little as possible. But don't let this concern about interference cause you to neglect your manager entirely. He needs your interest and your support, but he neither needs nor wants your interference. your support Support him at least as well as you support any other staff element. Give him the kind of support you'd like to have for your own job. The manager quite often has a thankless job. His most earnest actions cannot always ensure perfection in production or quality. His knowledge of your support will be most gratifying to him at those times when his operation is not optimal. Support also means that you recognize his total unit capability. With this recognition you prevent overscheduling or overloading. Needs must be balanced against capability, and your impartial support is essential. With out question, your support must be realistic. Pampering, or too much one-sided concern, can be as detrimental as neglect. Your wise and judicious decisions will determine your unit potential and develop or retard your staff managerial abilities. his information needs Keep your manager informed. Don't make him work in the dark, but don't fill him with nonessentials. Management demands planning, scheduling, and controlling. The demands can be effectively met only with knowledge. Mission changes, personnel data, and a myriad of other informational items should be-must bemade known. When you learn, be sure he learns, too. Lack of information, at best, is embarrassing; at worst, it is catastrophic. Your manager should know that he can rely upon you to keep him informed. He, in turn, must keep his people informed. All managers are concerned. They need to know what, why, when, who, and how. Your flow of essential information will help fill this need and help keep your people satisfied and productive in a mission-oriented manner. your challenge to him Challenge your manager to do his best. Give him goals that are attainable but which require real effort. Demand the best, within reason and existing capability, and keep your standards, and his, high. Stimulate his will to work. Start him right and lead him to use his skill with a will. Don't "dare" him-challenge him! Develop your relationship so that he is always striving to equal what he feels is your opinion of his abilities. Make him want to excel. Encourage his natural competitive instincts and lead him to the THESE thoughts are not oriented to immediate results. Their application requires conscientious consideration and patience. It may take months (years, in some instances) to see the results, but they'll be there. In most instances you should note better individual performance threshold of significant success as a manager. your recognition of him Recognize his achievements and he will take pride in his job. If he knows he is truly the manager, pride will follow. You can enhance your relationship by recognizing his actions and accomplishments. Are you proud of your unit? Are your people proud of their unit? This is an easy measure of your success in this facet of management and command. Your biggest challenge is to apply your leadership and control so expertly that your people willingly work without realizing your handling of command. Good jobs must be recognized, but poor ones, too. Laudatory recognition should be given publicly, however, while critical recognition demands privacy. Commend in public; criticize in private. Be careful of criticism and avoid instilling fear. Fear is nonproductive and caustic. It erodes the fiber of initiative and eliminates the urge to try. Know what your manager hopes to acquire and help him to that end. Recognize his need for support. Aid him when and where you can. Provide access to training and education. Assist him in improving his position in life and his personal capability. Encourage his efforts to improve and learn. His improvement also reflects on you. within days if you insure full understanding of your intent by each of your subordinate managers. Most of them are at this moment itching for the chance to really do their job if you will let them. Give them the reins and watch their capability grow. Air Force Institute of Technology |