7 Habits--Synergy

The first thing I thought of when Covey began discussing synergy was the team that is the Army.  A synergized team becomes greater than the sum of its parts; I cannot help but think of a squad in this case.  Alone, each soldier is a rifleman, easily surrounded, suppressed, and defeated.  But together, the squad is a fluid unit with the flexibility to adapt and the strength to succeed in any situation.  Synergy on the squad level allows the soldiers to function as a single unit, with seamless communication and action.  But this does not come easily; it requires cooperation, time and effort for a unit to attain true synergy.  But that is especially important for Army units.  The squad is only the most basic of these units.  The strength of the US military relies on synergy throughout its unit levels, starting at squad synergy, which allows for a cohesive platoon, which encourages teamwork on a company level, etc.

I was also struck by the section about Lilienthal and the Atomic Energy Commission.  He took the time to have his group get to know each other before they got down to work.  In the short run this delayed results; however, in the long run it was much more effective because his group had true synergy and was very creative.  For a group to attain maximum effectiveness, its members must be close on a personal level.  This is still true of the Army.  A close unit with strong relationships will be more cooperative, work harder, and sacrifice more for each other.  Synergy is the lifeblood of the Army and as future leaders, is a principle we must master.

7 Habits--First Understand

This chapter was very straightforward.  Seeking first to understand then to be understood is probably simplest of the principles, but the hardest to master.  It requires a major shift from the paradigm we usually use to 'listen' to others.  Putting yourself in someone else's shoes and really understanding their point of view is the best relationship builder you can do.  Nothing else shows that you care and understand them as much as that.

This principle is useful in any situation--with family, friends, superiors, subordinates, and peers.  As an action that can be applied in every interpersonal interaction, it is of course vital for a strong leader to be able to do.  A leader must really seek to understand his subordinates, to build on the bond of trust that his personal principles originally instilled in them.  He must understand his superiors, in order to carry out their orders to the best of his abilities.  

Understanding first is really the interpersonal display of the first three personal principles.  Once you understand yourself, you can extend that understanding to other people.  But without that strong personal base, it will seem a shallow attempt to manipulate.  If the win/win is a business attitude, understanding is a personal one, and probably the most important principle so far.

7 Habits--Win/Win

I was a little confused about this chapter.  I recognize that win/win is the best out of all the human interaction paradigms, but I was unsure as to how it could apply to a military hierarchy.  Covey gives a lot of examples about how it applies to the business world.  However the military doesn't really function like that.  If an order from a superior is given, the expectation is that it is carried out, regardless of whether you like it or not.  There is no real negotiation involved.  Having a win/win mentality does not really work when you have choice about what you do.  And of course, No Deal is not even an option.

I guess thinking win/win can apply to cooperating with ones peers.  If someone is thinking win/lose because they want a promotion, it can affect the stability of a unit.  In all the books written by soldiers I have read, the biggest problem is when someone cares more about their career than their unit.  They are thinking win/lose, or perhaps just win.  Either way, win/win would be much more desirable in this case because it makes everyone look good instead of one person looking good compared to everyone else.

7 Habits--Interpersonal Leadership

In this chapter, Covey prepares the reader of the interpersonal principles.  He discusses the Emotional Bank account.  To have a healthy relationship with someone, you must 'make deposits' into the account in the form of trust and relationship building actions.  Relationship damaging actions are 'withdrawls.'  To have a healthy relationship, the deposits must outweigh withdrawls.  This is important in any aspect of life, but especially applied to the military.

To be a good leader, one cannot simply give orders.  A leader has to invest in his people, to assure them that they really matter.  If the leader does not work to build that trust, then your people will not function as effectively as they would working for a leader they both trust and like.  Personal connections make all the difference in an industry when people's lives depend on trusting each other.  A true military leader has both the skill to command and the compassion to motivate his men.