Editor,

Years ago, I taught the Navy’s leadership course to naval officers in the Bay Area. The material borrowed from great thinkers and military leaders including Gen. Colin Powell. His leadership primer was extremely useful in providing tools for routine and tactical leadership challenges, and there were some life lessons packed into the primer as well.

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(3) comments

Terence Y

Ray - thanks for the letter. However, for those folks who haven’t heard of the rule, perhaps you can enlighten us with the above 70 range? Anything above 70 is a foregone conclusion to take action? 100: too late to take action or you should have already taken action and your personnel retention P-score is now being debated by your bosses?

Ray Fowler

Hey, Terence

Waiting until you have information above the 70% probability of success range may actually work to a decision maker's detriment due to emerging conditions. According to Gen Powell... "Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds 'analysis paralysis.' Procrastination in the name of reducing risk actually increases risk."

Link to Gen. Powell's primer... https://www.pnbhs.school.nz/wp-content/uploads/2015/11/Colin-Powell-Leadership.pdf

Napoleon once said, “Gentlemen. If you're going to take Vienna, take it.” So, maybe worrying about your personal retention P-score should not be part of the decision making process.

Tafhdyd

Ray,

Fine thoughts about a fine man. I admired him for having enough backbone and spine to admit his mistakes. A lot of people wanted him to run for a political office, it is too bad he didn't.

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