What business can learn at West Point

It was an honor to host Jeff Immelt, the CEO of GE, at West Point last week. Mr. Immelt holds worldwide acclaim as a great business leader, and also as a committed leader developer, earning him a kinship with those of us who view leader development as a calling. He was generous in spending time with cadets, and his optimistic speech about renewing American leadership went far beyond a pep talk and vision for GE. It was a rallying cry for the institution of American business to step up and, in concert with the public sector, lead an American renewal.

Why West Point?

Perhaps the most profound rhetorical question in Mr. Immelt's speech was: "Who will lead us?" The simple answer is, "Those we teach to lead." Frances Hesselbein, West Point's Class of 1951 Chair for the Study of Leadership, is fond of saying that there are two institutions that sustain our democracy--one is public education, and the other is the U.S. Army. Her point is that national security sets the conditions for an educated populous to self determine. It is revealing that Mr. Immelt's speech imploring business to set the conditions for American renewal was at the United States Military Academy--a place of public education in the interest of national security, with the mission of sustaining democracy.

This choice of West Point as a venue may be puzzling to the global business community--the militaries of China, India, and other global economic powers are vastly different in capability and culture from our highly professionalized, all-volunteer force. Therefore, those who view the military through the lens of a different national experience may find it hard to believe that our Army could harbor thought leaders in organizational development, or that the Army and business could share common approaches to leadership.

Even though Mr. Immelt offered statistics validating military officership as a trusted profession, there is a disdain for the stereotype of military leadership--a disdain that, ironically, we share. There is really no such thing as military leadership, though for some reason people find it appealing to try to cast leadership performed in a military context into a stereotypical caricature: hierarchical, inflexible, and structured. In truth, the things that people look for in leaders they choose to follow are the same across situations.

For years, our Army's operating environment has demanded less hierarchy, more flexibility, and better adaptation in structure. Under the gun (figuratively or literally), people are people, and we should listen to each other. The first point in Mr. Immelt's renewal paradigm is that we need to be better listeners, and his presence at West Point is a fantastic example of the military and business listening to each other. It's a great value proposition--listening doesn't require a program.

Getting beyond leadership programs

In fact, West Point has nothing that remotely resembles a "leadership program." Instead, every element of the enormously complex experience--academic, military, athletic, social, ethical, spiritual-- integrates leadership into the personally held, self identity of each cadet. West Point is the manifestation of systems thinking, applied to leader development. Everyone, from chemistry professors to the seamstresses at the uniform shop, understands that our aim is to produce officers for our Army whose self concepts will drive them to lead in all aspects of their personal and professional lives.

Mr. Immelt's call for "systems thinkers who are comfortable with ambiguity" aligns perfectly with our process for developing cadets. In our case the context is military, but the process of identity development is pervasive among high performing people and organizations. I was recently privileged to visit Rosie's Broadway Kids, an arts education organization dedicated to enriching the lives of children through the arts. Developing leaders is not a part of their mission statement.

Yet at Rosie's, young people from all backgrounds achieve excellence, serve as role models, hold each other to high standards, and develop identities that will guide their actions and define who they are, whether they pursue a career in the arts or find another purpose in life. Rosie's Broadway Kids is about as un-military as an organization can be, yet develops leaders in fundamentally the same way West Point does.

People live and work better when they have a purpose beyond themselves, and there is a fire starting in American business that values purpose beyond profit, closely aligned with the values of Duty, Honor, Country. As West Point helps build our Army's officer corps, we share a view that puts leadership at the heart of all human endeavors. We're eager to continue the dialogue within our military, with the arts, education, business, and all the elements of our national character, on how leadership can move our country forward. Together, we can realize the vision of a new cadre of leaders to change our world.

Note: The views expressed in this article are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the U.S. Government.

How Cadets are prepared to be an Entreprenuer!

By Tony Cole, President & CEO, Anthony Cole Training Group

I recently had the great honor and privilege of visiting our United States Military Academy at West Point, NY. I was overwhelmed by the courage and passion of those that occupy this post. They are truly remarkable people and I was struck by how much the disciplines they practice relate to selling. Yes, it might be a stretch to tie what happens at West Point to sales and selling, but not much of a stretch. This group of young people consistently demonstrates at an extraordinary level all of those competencies necessary to succeed in selling: courage, desire, commitment, persistence and ethics. They are sales people in fatigues. They spend their day selling others on the connection between athletics and winning on the battlefield. One of the metrics for success: bringing everyone back alive. That is life or death.

I was introduced to the head of competitive sports at the military academy at West Point. We talked about measuring commitment. Commitment at the military academy is at a different level than what we consider as commitment. We think in terms of committing to prospecting activity; they commit to bringing entire companies of soldiers back to the states alive. However, we both have the same problem: "how do you measure commitment". I think it's simple:

• Achievement of stated and agreed to non-negotiable goals
• No excuses when you fail to accomplish goals

As simple as this concept is, and with all the leadership taught at the academy, this seemed to resonate and help them realize that, yes, even at this high level of performance, people are susceptible to performing less than they are capable of.

Their objective of focusing on building teams of significance and winning with honor is to prepare cadets for battle, for fighting, for protecting our country. They measure success by lives not lost and those not wounded. These are their objectives, their metrics for success, and they have fun, they joke, and they enjoy a deep commitment to each other and to the cause. It is truly a remarkable environment.

In addition to our discussion around identifying and measuring commitment, we discussed how they work to develop commitment and cohesion within their teams. I asked them what they do currently. Their response: they talk about and coach to vision, goals and core values, having the right team members and creating a culture that enables teams to succeed. Sound familiar to what it takes to build a committed and cohesive sales team? It was comforting to hear that one of the best learning institutions in the world addresses this crucial element of success the same way sales organizations must.

Here are some of the other lessons from my visits:

Lesson 1: There is time, and then there is military time

We met at 0600, began our program at 0610 and finished at 0640. I shook hands with this group of majors and corporals as they filed out to go to formation in the square prior to heading to mess hall and then to their first class of the day at 0700.

Cadets pack more stuff in before breakfast than most people do in a day. It is truly amazing to observe the capacity for work and effort that this group has. And their intensity is unmatched in anything I've ever experienced. Imagine what you could achieve if you approached your professional career with this kind of intensity.

Lesson 2: If you want to be good at something, I mean really good at something, desire and commitment alone won't be enough.

You have to drill, drill, and drill and then drill some more so that you can perform your task with near perfect execution every time. These cadets go through 'the routine' of preparing for battle in everything they do, so that when faced with the most difficult scenario, they can perform automatically and with precision. In selling, you may not think it's critical, but at the academy, it means someone's life.

Lesson 3: If you commit to something because of the desire for great reward, you have to be willing to pay a substantial price.

You need to invest. And not at the level that anyone would be willing to pay. No, if you want the big reward, you must make the big investment. These cadets willingly complete their 47 months of training and development knowing that they will be asked to make the ultimate investment.

Lesson 4: You must have standards of excellence.

These standards of excellence rest upon your vision, your mission and your core values. The core values at the academy are Duty, Honor, and Country. Every cadet lives his or her life by those values. Those values become their DNA. As a sales person, how you approach what you do for a living has to be in your DNA.

Lesson 5: Finally, I learned that the best of any class are the best of any class because of their willingness to learn.

It amazes me that these cadets, one and all, are sponges when it comes to learning. They devour information. They ask questions. They ask for clarity. They want to practice what they've learned. They want to execute and implement. They strive for extraordinary and do not make excuses for failing to meet "agreed to" objectives. Imagine pursuing your own goals the same way.

My parting thought is this: As you go about your day today, remember that selling isn't life or death. However, if you prepare and have commitment, your approach is based on solid core values, and you execute and work to win with honor, then you will win more than you lose. You will thrive and you will be proud of this business of selling.

West Point Struggles to Fill Ranks

Qualified candidates dwindling

By Alexa James
Times Herald
WEST POINT — While the volume of applications to the U.S. Military Academy is on the rise, the number of qualified contenders to choose from is shrinking.
The reason for the disparity isn't grades or test scores or extracurricular accolades. The problem is physical fitness: An increasing number of applicants are out of shape or taking potentially disqualifying medications for conditions such as asthma or attention-deficit disorder.
"The youth in America are becoming heavier and heavier and, in some cases, obese," said Col. Deborah McDonald, West Point's director of admissions.WEST POINT — While the volume of applications to the U.S. Military Academy is on the rise, the number of qualified contenders to choose from is shrinking.

Her office has received more than 11,000 applications for the Class of 2013. That's 10 percent more than last year. Still, McDonald has concerns about filling the ranks. Last year, fewer than 2,000 met West Point's standards. "I do see a problem," she said, considering West Point will extend offers to as many as 1,600 applicants.Her office has received more than 11,000 applications for the Class of 2013. That's 10 percent more than last year. Still, McDonald has concerns about filling the ranks. Last year, fewer than 2,000 met West Point's standards. "I do see a problem," she said, considering West Point will extend offers to as many as 1,600 applicants.
The reason for the disparity isn't grades or test scores or extracurricular accolades. The problem is physical fitness: An increasing number of applicants are out of shape or taking potentially disqualifying medications for conditions such as asthma or attention-deficit disorder.
"The youth in America are becoming heavier and heavier and, in some cases, obese," said Col. Deborah McDonald, West Point's director of admissions.

West Point's student body of about 4,400 cadets balances a high-pressure mix of academic and military training. Cadets pursue bachelor's degrees on par with those of the Ivy League while training for five-year commitments as Army officers. Tuition — worth about $202,000 over four years — is free in exchange for service.
In tough economic times, it's not unusual for West Point to garner more interest, but to increase its presence among America's best and brightest, the Academy is implementing a host of changes to make its grueling, 18-month application process easier to complete.
Next year, the entire application will be available online. West Point is also retooling its Web site with new recruiting videos, including one targeting minority students.
The Class of 2013 has attracted larger numbers of minority applicants. Hispanic candidates are up 9 percent, and the African-American pool, which has been West Point's biggest challenge, is also increasing.
Admissions officials worked hard last year to build stronger relationships among minority members of Congress. The application requires a nomination from a senator or representative, so West Point staff met with minority caucus members on Capitol Hill to discuss the process. The face-time seemed to work.
"Our African-American nominations are up by 15 percent and congressional black caucus nominations are up by 50 percent," McDonald said.
West Point has begun extending offers of admission for the Class of 2013. Pine Bush senior Opeyemi Ifafore, 17, is among hundreds waiting for word.
"It's a great education," she said. West Point's discipline and leadership training is the experience she's looking for. "I know it's going to be tough," she said. "It's worth it."
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Top military schools report applicant rise

ANNAPOLIS, Md., June 18 (UPI) -- Officials at three of the top U.S. military academies say they are enjoying a boost in applications thanks in part to the economic downturn.

Officials at the U.S. Military Academy at West Point, along with the Naval Academy in Annapolis, Md., and the Air Force Academy in Colorado Springs, Colo., have confirmed application increases for the incoming Class of 2013, The New York Times said Thursday.

The military academy officials also credited the application increases to the declining number of casualties in Iraq and aggressive marketing efforts.

The Naval Academy has enjoyed the most significant increase in applications with 15,342 individuals applying for the chance to be among the nearly 1,240 Class of 2013 cadets. The application tally was the highest for the Maryland academy since 1988.

Meanwhile, West Point in Orange County, N.Y., received 11,106 applications for its nearly 1,320 open places in the incoming class. The Air Force Academy has nearly 1,350 class places available and received 9,890 applications.

The Times said the West Point and Air Force academy tallies marked a 9.6 percent and 10 percent increase, respectively, compared with last year's application totals.