What happens when the battle rhythm is disrupted?

Of course, a battle rhythm isn't a process and the leader not a process asset. Even though there may be a healthy battle rhythm to cue up decisions to a leader, sometimes events must take the leader out of the office and away from the immediate team. Customers must be briefed, higher headquarters placated, previously unknown opportunities exploited. Even with a well established battle rhythm, meetings will conflict. Of course, this is the time for the transformational leader to shine. For if the leader doesn't want to be a process asset (something required to do the work), or a barrier to decisions being made (by forcing them to wait until the leader's return), then the systemic leader must prepare deputies, subordinates, and team members to be able to chart those short courses until the leader is next available.

How is this done? Many techniques are covered in the literature (setting standards, etc.), but most important is preparing the team to own the work and ensure they understand the vision for the end objective. Hear what I'm not saying: I didn't mention setting thresholds, transactional delegations of authority, or ensuring people know their boundaries. A transformational, systemic leader has prepared the team to execute, and while the leader's personal presence may be appreciated by the team, the team should understand the group vision and have sufficient ownership to march out without explicit instructions. Read More......

Thoughts on the "Engineering Battle Rhythm" of Configuration Management

We discussed battle rhythm being important. Even started some definition of Battle Rhythm on the wiki. But now let's look at one close to my heart, the engineering battle rhythm.

In the newest wiki page, Engineering Battle Rhythm, I'm starting a discussion on the nature and impact of various engineering processes and the inherent rhythm that grows up around them in an acquisition organization. The most infamous SE process is that of Configuration Management (CM), and especially the very painful Request For Change (RFC). Nothing can strike fear and doubt into an innovator's heart faster than a first meeting with the configuration managers and all the associated boards and reviews inherent to an RFC.

Of course, what I'm hoping to examine is how to operate as a Systemic Leader in that very process heavy and entrenched battle rhythm of formalized systems engineering processes (such as CM). I'm starting to apply this at work, so hopefully I'll have some perspective and experiences to share and see if any of my thoughts survive their first encounter with "the enemy" (be that enemy the configuration manager or merely reality). Read More......