Written by Lieutenant General Robert T. Dail (Ret.)

MLF 2009 Volume: 3 Issue: 9 (October)

Regardless, all resultant output will be measured against the purpose. The focus, of course, is excellence. While the private business desires to accomplish this at a fair and reasonable profit, public organizations like the Defense Logistics Agency and the various service materiel commands must link the output to “efficiency.” The key is for the senior leader to continue to focus the organization on output—on excellence (service or product)—at profit or at least cost, whether the private or public environment.

Second, once you clearly understand the purpose of the business, the senior leader must link it to the values of the private company or agency/ service. The values of the organization serve to shape the “manner in which the output is achieved.” The profit motive in the private sector cannot detract from the manner in which a product or service is provided. Moreover, the efficiency motive in the public sector cannot noticeably detract from the manner in which support is rendered to war fighting clients.

Communication and emphasis by senior logistics leaders on selflessness, moral courage, and honor to employees, civil servants, and subcontractors is vitally important to ensuring that a company’s or government organization’s reputation endures for the long run. The linkage of institutional values to outcomes is a responsibility for senior logistics leaders.

Third, you have to recruit and attract great people. They will execute the outcomes that underscore the logistics organization’s purpose and achieve the financial objectives. Whether in the public or private environment, the recruitment, hiring and retention of solid professionals are central to success. The object is to hire and develop subordinate leaders who will serve as future senior leaders. General George Marshall, Army chief of staff during World War II, once said, “Great leaders produce great subordinates who, in turn, will become great leaders in their own time.” People represent the values and purpose of the business. They are key to short- and long-term success.

Once you have the purpose determined, values defined and right people on board, the logistics leader must provide clear intent to his subordinates on the outcomes desired and the manner in how those outcomes will be achieved. In the military, intent is provided by commanders. Commanders normally described success at the conclusion of combat operations for his subordinates. Commanders link the successes of tactical or small unit operations to the accomplishment of desired larger operational success. In private business, leaders must constantly describe the outcomes desired from upcoming projects, programs, contracts both in terms of how the company will posture for future growth or how the company will solidify its base of operations and reputation in the market. One thing is common in both sectors: In the absence of direct approval or order, intent ensures that the desired outcomes will more than likely be achieved by your subordinate leaders.

Finally, I have noticed that, like the public sector, subordinates in the private sector must be empowered to succeed and grow. Certainly, operational related decisions can be empowered to your subordinates once you have conveyed intent and determined that they are trustworthy. The more senior leaders empower subordinates, the more they are able to focus on strategic issues. And, although financial related decisions are often centralized in both public and private organizations, successful leaders can include key leaders in those decisions and seek their recommendations before rendering final decisions. This inclusion is key to subordinate development.

Again, none of the lessons above are new—they are restated here to underscore their importance to the success of senior logistics leaders. Hopefully, you’ll have the opportunity to assess how well they influence your success. ♦

For more information, contact Robert Dail at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

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