tactical management - govleaders.org

www.faama.org20 | managing the skies • january /february 2004

Ma

na

gin

g C

ha

nge

The need for effective planning is understood. However, facing accelerated

change, uncertain resources and shifting objectives, most managers don’t

have time or staff to devote to strategic planning. Many won’t commit to long-

term goals or objectives, especially when they become holy writ and inflexible

mandates by which management progress, performance and pay are measured.

anagers are expected to bevisionaries, making decisionswith the “bigger picture” in

mind. Strategic planning helps map anorganization’s path forward, account-ing for contingencies. Traditionalstrategic planning requires an invest-ment of time, and ongoing attentionand adjustment. Consequently, plansare often developed with minimaleffort, minimal expectation of followup, and minimal grounding in reality,if they are developed at all.

How, then, do managers addressconstantly changing immediate needswith longer-term goals, objectives andorganizational direction? By maintain-ing a balance between fire fighting andfire prevention: making tactical deci-sions that respond to real time demandswhile keeping in focus the greaterneeds of the organization as a whole.

The Big PictureAs Lewis Carroll wrote, “If you don’tknow where you’re going, it doesn’tmatter which road you take.” Effective

management requires a sound strategicplan. The extent that plan is communi-cated depends on the organizationalenvironment or climate, and the degreeto which management has the flexibili-ty to modify goals, adjust milestonesand target dates, and revisit its vision.Whether this plan is clearly known ormerely a mental picture in the mind ofthe Chief Operating Officer, the basis isa clear determination of the organiza-tional needs both near term and future.

The plan begins with an assessmentindependent of current organizationalcapabilities. What does the organiza-tion need right now; and five yearsout? This may be completely different,especially if the organizations’ missionhas changed since its inception.

Once these needs are identified,existing resources are plugged in,including identification of known oranticipated changes, such as retirementor routine attrition. The result is theshortfalls and/or deficiencies, whichimpact the organization’s ability toaccomplish its mission.

Getting Where You Want to GoResource decisions — e.g., work assign-ments, training expenditures, reassign-ments, contractor dollars, etc., —address resolution of immediate, isolatedneeds and longer term organizationaldemands. Define short-term goals thataddress both of these needs. For exam-ple, if functions are being combined,recruitment or training efforts shouldfocus on skills required in both areas,even if the organization hasn’t yetchanged to reflect the combination of functions.

Things that are important tend toget measured and things that get mea-sured are often considered important.To keep attention on organizationaltransformations, establishing anddefining short-term goals is not onlyhelpful, but also acknowledging suc-cesses when decisions are effectedbrings the organization closer to itsfuture status.

What makes this a more tacticalapproach is that the goals and mea-surements are not a whip and chair,

M

TacticalManagement

by Richard A. Reda and Jean B. Lenderking

www.faama.org

forcing an organization into a new mold, but are like guide-posts on a road map, which consider alternative routes whenthe path forward is delayed or blocked. Change often comesreluctantly.

Look for opportunities to celebrate “opportunities forgrowth” instead of the elimination of functions or responsi-bilities. When decisions don’t live up to expectations, build on what aspects went right, rather than fixating on shortfalls.

In a fire-fighting environment, immediately recognizingaccomplishments is as important as responding to disasters.From a tactical standpoint, such recognition is often whatkeeps fire fighters fighting fires.

Getting the Most From ManagersEffecting organizational changes can no longer be accom-plished by the organizations’ leader alone. Subordinatemanagement structures are critical for the organizations’survival and success. In many circumstances, the best airtraffic controller, analyst or inspector is promoted to super-vision and never developed so he/she is no longer an ATC,analyst or inspector.

Now their primary responsibility is the management of human capital. Clarification provides an appreciation of the investment in and importance of first line manage-ment, and people in those positions need the right kind ofexperience to become effective leaders and senior managers.

Many professions have requirements for continuingprofessional education. This normally doesn’t exist formanagement positions.

A tactical approach redefines the roles of the managementstructure, develops a training agenda that gets the most out of the management team and gives them tools to get the mostfrom employees. Investing in training for managers is impor-tant resource expenditure, but often the one most overlooked.

Getting Employees On BoardMost employees value working in an organization wherethey believe in the mission, enjoy challenges, and feelappreciated. All that can be undermined when employeesdon’t know what’s going on, how they benefit the organi-zation or where the organization is going.

This all falls into the same category: lack of communi-cation. Employees like to hear from their leaders; more thanthat, they need to hear from their leaders. An effective com-munications strategy can be anything from regular email

As Lewis Carroll wrote, “If you don’t

know where you’re going, it doesn’t

matter which road you take.”

messages from the top to a monthlynewsletter. Whatever the venue, it mustbe accurate, timely and relevant.

Effective communication in anyorganization — especially in a time ofuncertainty or change — is critical in a tactical strategy. There are a numberof approaches to managing people andchange.

One option is Appreciative Inquiry.This builds on positive past experiences,rather than focusing on shortfalls ordeficiencies. The inquiry process looksat what makes an organization success-ful, and draws on those characteristicsand conditions to create a vision ofwhat is possible.

It differs from conventional problemsolving, which assumes that organiza-tions are problems that need to besolved. Appreciative Inquiry holds thatthe organization has the solution withinits diversity, multiplicity and forwardmovement. Engaging employees in thiskind of visioning provides them an oppor-tunity to be a part of that forwardmovement.

When There’s a Union Labor relations are one of the mostcomplex and yet most misunderstoodand underestimated aspects of humanresource management. In most organi-zational relationships, there are twoparties: management and staff. Whilethere may be disagreement, generallythe positions/interests of the respectiveparties are similar.

Where employees have a labor repre-sentative, there are now three parties,with their own rights and interests; and even between the employees andtheir union, the interests may not be the same.

Management support from seasoned,knowledgeable labor relations profes-sionals that provide effective support is critical — e.g., in-house, contractorsupport or combination thereof.

Paying attention to sound structuresto manage relationships that balancelabor law and labor relations is asimportant as maintaining an effectivecommunications strategy. Failure to do so is sure to result in a much greaterinvestment of time and resources afterthe fact than before.

To establish and/or maintain aneffective and consistent labor relationsstrategy, it is important to first definethe nature of the relationship. Is it goingto operate “strictly by the book,” or isit one based on mutual respect, cooper-ation and constructive collaboration?Regardless of how top managementwants to address its labor obligations,the best of relationships require integrityand consistency.

Communications with the union, as the representative of bargaining unitemployees, is as important to success of the organization as is communi-cations within the organization. In fact,in many instances, it is required. A good rule of thumb is to err on the side of inclusion, rather than exclusion.

Define boundaries and/or conditionsup front. In a tactical setting, this canbe a valuable resource for information.Sharing plans and ideas before finaldecisions are made can give you insightinto issues, concerns or problems withpotential implementation.

Adapt, Adopt, ImproveThe landscape in today’s workplaceseems to be shifting at different ratesand in different directions. Keeping one eye on the future and the other onobstacles in the road immediately beforeyou requires an expertise in which fewhave been trained.

The key to surviving and succeedingis to adapt to changing conditions, adoptinnovative, creative and successfulapproaches and ideas and to improvecommunications, interpersonal relationsand organizational effectiveness. Simple. �

Richard Reda is the former Director of

Employee and Labor Relations for the

Department of Energy and a graduate

of the National Training Laboratories

Organization Development Program.

Jean Lenderking is the former Labor

Relations Program Manager, Department

of Transportation and first Interagency

Labor Relations Forum chair. Both are

currently consultants with Lenderking,

Reda and Associates. They can be

reached at [email protected] and

[email protected] respectively.

www.faama.org22 | managing the skies • january /february 2004

“Employees like to hear from their leaders; more than that,

they need to hear from their leaders. An effective communi-

cations strategy can be anything from regular email messages

from the top to a monthly newsletter. Whatever the venue,

it must be accurate, timely and relevant.”

www.faama.org20 | managing the skies • march/apri l 2004

Ma

na

gin

g C

ha

nge

Taking a deeper look at the first step in making decisions that address immediate

needs while keeping a longer term goal in focus…

Tactical Management:The Big Picture

By Richard A. Reda and Jean B. Lenderking

n an earlier article, we provided an overview into the concept ofTactical Management and supplied

six milestones towards focusing onlong term goals while addressing shortterm demands. This article centers on the first step in that process: thebig picture.

In today’s world of high speedinformation exchange, a pace thatseems to increase exponentially, and a state of change that is all too oftenunpredictable, a natural trap formanagers to fall into is that of firefighting rather than fire prevention.

Mission Statements Supply Vital Clarity and Direction In organizations where the leadershipitself undergoes frequent turnover, newstyles and new approaches that areinflicted on mid and lower level man-agers are frequently the only thingsthat are unchanging or predictable.The development of mission and visionstatements and the exercise of strategicplanning, unfortunately, in many orga-nizations, have fallen victim to beingviewed as the “cliché de jour.”

One of the “Habits” in StephenCovey’s book, “The Seven Habits ofHighly Effective People,” is to “BeginWith the End in Mind.” New YorkYankee and baseball great Yogi Berrais said to have put this a bit more color-fully: “You’ve got to be very careful ifyou don’t know where you’re going,because you might not get there.”

An even more fundamental ques-tion than “Where are you going?” is“Why?” If your organization doesn’thave a clear idea of why it exists, orwhat its purpose is, it is doomed tofailure from the onset. Too often, themission of an organization is taken forgranted. A clearly defined missionstatement is essential to success andprovides guidance, clarity and direc-tion for all.

Stop a minute and think about howthe following examples offer visionand inspiration: “Quality is Job One,”“We bring good things to life,” “Wetry harder.”

Are these advertising slogans? Yes.But what they advertise is the missionof the company. They also send a clearmessage to both employees and themanagement team as to what they are all about.

Vision Statements Define the FutureCoupled with the mission statement,and equally important, a vision state-ment is a look to the future. John F.Kennedy clearly stated NASA’s visionfor the sixties when he said we wouldput a man on the moon before the endof the decade. NASA employees andthe public as a whole had an unmis-takable picture of where the agencywas headed for the next several years.

With a mission and a vision inplace, the next step in the process isdeveloping a plan to get there. There

are a number of approaches to creat-ing strategic or business plans, andthere are a number of theories aboutthe value and interconnectivity ofstrategic plans with business planswith action plans.

Most of them follow the sameprocedures for outlining how to getfrom point A to point Z. Basically, thedrafters look at where the organiza-tion is now, compare it to where theorganization plans to go at some pointlater in time, and then analyzes the gap between the two. A key part ofthat background analysis includesaddressing internal strengths andweaknesses as well as external oppor-tunities and threats.

Outcomes along with goals andrelated time frames are then devel-oped. This strategic or business plan is an effective way to guide that orga-nization forward over the life of theplan—if it’s one that doesn’t anticipatemajor changes: changes in leadership,changes in objectives, changes inresources, etc.

ITactical Management

The first installment of Tactical

Management appeared in the

January/February 2004 issue of

Managing the Skies. A PDF of the

publication can be downloaded

at www.faama.org/Magazine/

MTS0104.pdf.

www.faama.org

Building on SuccessIn a tactical management environment,often a more useful approach is to buildon other successes. Most of us have beeninvolved in, or are at least aware of,efforts or endeavors that were very suc-cessful. In all but perhaps a few of thoseefforts, the success was a shared experi-ence. In other words, it was a team effort.

The most successful, or, as Coveyrefers to them, “Effective Efforts,” rely on several factors. The first have alreadybeen discussed: a clear understanding ofthe organization’s mission and vision.Other factors include sound communica-tion strategies to ensure everyone knowswhat’s going on; fixing problems ratherthan fixing blame; seeking to understandexpectations and needs rather than assum-ing; and valuing the diversity of the mem-bers of the organization—the differentperspectives and backgrounds we all bringto the table, and building on that synergy.

Tactical management uses an approachthat organization development consultantsrefer to as Appreciative Inquiry. Thisstarts with the management team sharingtheir own best experiences with successfulprojects or programs. From there, theyexamine the characteristics of those pro-jects: what made them successful?

These characteristics form the basis fordefining either the vision statement of theorganization (if one hasn’t already beenestablished), or the overall objectives of a strategic plan. How can these samecharacteristics be applied to the presentorganization to get it to its goal?

Characteristics of Strategic Plans that Really WorkStrategic plans need to be long term innature, broad in scale and provide forperiodic revisions. They need to includecontingency plans in the event of unex-pected changes in resources or demands.Remember, this is the big picture.

Business plans and action plans takethe elements of the organization’s over-arching strategic plan to a deeper andshorter term level. Each component: itsown mission statement—why does itexist; what is its role in support of theorganization’s mission; it’s own visionstatement—what are its goals for thefuture, how does it plan to be seen by its customers; and it’s own plan ofaction—what is its piece of the roadmap? Each piece of the organization islinked, tactically, to the other; each insupport of the bigger picture. �



Department of Energy, and a graduate of the

National Training Laboratories Organization

Development Program.


Relations Program Manager, Department of

Transportation, and first Interagency Labor

Relations Forum chair. Both are currently

consultants with Lenderking, Reda and

Associates (LRA). They can be reached at

[email protected] and [email protected],

respectively, or by writing 6551 Mockingbird

Lane, Manassas, VA 20111.

An even more fundamental question than “Where are you

going?” is “Why?” If your organization doesn’t have a clear

idea of why it exists, or what its purpose is, it is doomed to

failure from the onset. Too often, the mission of an organiza-

tion is taken for granted. A clearly defined mission statement

is essential to success and provides guidance, clarity and

direction for all.

www.faama.org22 | managing the skies • may/june 2004

Ma

na

gin

g C

ha

nge

Taking a deeper look at the second step in making decisions that address immediate

needs while keeping a longer term goal in focus.

Tactical Management:Getting Where You Want to Go


fter initial drafts of mission and vision statements have beenprepared and the first cut of a

strategic plan has been developed, it’stime to map out the move towards thefuture state. Keeping the longer termgoals in mind, managers need to alsobe cognizant of short term needs.

• Look for opportunities to redefinejobs or functions, combining nearterm needs with longer term goals.

• Establish interim or transitionalfunctions that bridge the gapbetween the two.

• Capitalize on the skills of employeeswho adapt well to change, to havethem serve as mentors or guides to others during the transitionalperiod.

• Create specific opportunities totransition from lesser needed func-tions to newer needs and roles, and celebrate interim successes.

• Promote buy-in by including yourmanagement team in makingresource decisions that facilitatetransition.

Make Resource RequestDecisions that Are Integrated and InterdependentMaking sound decisions on resourcerequests and allocations can’t be donein a vacuum. Look at how each ofthese is integrated and interdependent.When budgets tighten, training dollars

are often the first thing to get cut, espe-cially when staff losses can’t be filled.However, this is a time when trainingdollars are even more necessary. Whenemployees are expected to make up forstaff shortages, they often take on tasksand responsibilities for which theyhaven’t been prepared or trained.

Don’t limit training to the formalclass room kind, though. Some needscan be addressed through mentoring,in-house training, developmentalassignments and short term projectoriented teams. Similarly, if you’reable to supplement your work forcewith contractor or other externalservices, this has to be included in the mix.

Consider Delegating SomeFunctions to CustomersAnother element to consider is func-tions that can be delegated or passedon to customers. If that seems implau-sible, just look at the transition to self-serve gas stations. Many other busi-nesses have managed to cut costs bytransferring some responsibilities totheir customers. Examples include on-line airline ticket processing and auto-mated/self serve check-ins; self servecheck outs at grocery stores; and selfadministered medication in hospitals.

Is there a clear understandingwithin your organization and withyour customers, about which func-tions currently performed are reallyessential, which ones are mandated by

law or regulation, which ones can bedone by someone else, and which onesare obsolete or add little or no value?

In planning for the future, a regularprogram of self-analysis will help keepthe organization streamlined andfocused on its true mission. Start bytaking a close look at your internalprocesses and deliverables. How canthese be modified, “re-engineered” or deleted?

Include the Transitional Processin Your Strategic PlanWhether you’ve done a traditional gapanalysis, or used an appreciativeinquiry approach to constructivelybuild on successes, your strategic planneeds to also incorporate two goalsthat are usually overlooked in plandevelopment.

ATactical Management

This is the third in a series of arti-cles that describe the concept

of Tactical Management, and thesix milestones that enable managersto focus on long term goals whileaddressing short term demands.This article looks at getting whereyou want to go.

Previous articles can be downloadedfrom PDFs of the January/February2004 and March/April 2004 editionsof Managing the Skies located atwww.faama.org.

www.faama.org

Keep in mind, though, that transition is often fluid and far from

mechanical. Expect the unexpected. Expect delays and obsta-

cles. The purpose of the milestones is to serve as guides, not

rigid requirements. If you’re off course, fix the problem rather

than fixing blame.

The first is the steps related to themove itself from present state, throughtransition to desired state. There is atendency to direct resources at futurestate goals alone and to forget the transi-tional process. This bridge period focus-ing on near-term needs and objectives isas critical to success as any other step.

Most traditional planning also is oftentask oriented. There is nothing wrongwith that. It’s just incomplete. Part of theplan should address building and main-taining effective relationships within theorganization and with customers, aswell. That leads to the second goal:communication.

Communication Involves AllStakeholders Communication—an area often over-stated, and yet frequently under-addressed—involves all the stakehold-ers. An effective communications strate-gy is key to the success of your overallstrategic plan, especially during a transi-tion period. This is not limited to com-munication to subordinates, but shouldalso address communications strategieshorizontally as well as vertically andoutside the organization as well asinside.

It’s not enough to include in a planthat there will be communication. It hasto happen, it has to be measured and ithas to be two-way. Managers need feed-back from employees, customers andeach other to ensure that messages arebeing received—and understood—andthat they’re on the right track.

It also helps to let customers knowthat changes are happening as well aswhy and what the planned outcomes are.

Time spent on up front communicationswill pay off by avoiding or minimizingtime needed to dispel rumors and rebuildrelationships with irate and/or apprehen-sive employees and customers.

Your plan should also include regularmeasurements. Anyone who has flownknows that your plane and pilot arehanded off from one air traffic controllerto another. This is not just so that every-one knows where the plane is, but alsoto make necessary course correctionsalong the way.

Being only one degree off on a flightfrom New York to Los Angeles can havedisastrous implications. Your plan musthave milestones with clearly statedinterim expectations. Keep in mind,though, that transition is often fluid andfar from mechanical. Expect the unex-pected. Expect delays and obstacles. Thepurpose of the milestones is to serve asguides, not rigid requirements. If you’reoff course, fix the problem rather thanfixing blame. �


Employee and Labor Relations for the Depart-

ment of Energy, and a graduate of the

National Training Laboratories Organization

Development Program.



of Transportation, and first Interagency

Labor Relations Forum chair.

Both are currently consultants with Lenderking,

Reda and Associates (LRA). They can be

reached via email at [email protected] and

[email protected], respectively, or by writing

to them at 6551 Mockingbird Lane, Manassas,

VA 20111.

www.faama.org26 | managing the skies • july/august 2004

Ma

na

gin

g C

ha

nge

Taking an in-depth look at the next step in making decisions that address immediate


Tactical Management:Getting the Most from Managers


ne of the most difficult tran-sitions in an organization ismoving from the rank and file

into supervision. The skills and com-petencies that get people to that stageare not the same ones that will sustainthem or further their growth in theorganization.

The role of supervisors and man-agers relies less on technical expertiseand more the ability to listen, moti-vate, mentor and manage—managework loads and schedules—and, moreimportantly, people, problems andrelationships.

Relationships Are Investments inPeople to Get the Job DoneBuilding and maintaining relationshipsis critical to a supervisor’s success inmanaging work processes and out-comes. How can this be true? Most of us don’t have time to hold the handsof our employees. We just need to getthe job done!

Why is it, then, that the first thingevery leader in the military learns isthat they are responsible for the accom-plishment of the mission and to main-tain the welfare of the troops? This isnot an “and/or” proposition. Thesetwo concepts are equally balanced.Without doing the second part, thefirst cannot be achieved.

Just how important are relationshipsversus task accomplishment? First, let’sdefine what we’re talking about. Tasksare simple enough: job outputs such as

producing widgets, designing bettermousetraps, landing a man on the moon, managing air traf-fic: the steps a business takes to pro-duce goods or services. Relationshipscomplement technical skills and include a wide variety of relatedissues. Characteristics of successfulrelationships include:

• Open Communication

• Information Sharing

• Trustworthiness

• Reliability

• Listening Skills

• Compassion

• Understanding.

Most of these qualities are hard todefine, but we know them when wesee them. Now, take a minute to thinkabout the best supervisor you everhad, and some of the characteristicsthat describe that person. You’ll prob-ably come up with descriptions suchas: honest, reliable, a good listener, aproblem solver, a motivator.

Think about the worst supervisoryou ever had. What words or conceptsdescribe that person: untrustworthy, self-serving, deceitful, secretive, problemavoider? In both examples, most oftenthe descriptions address relationshipissues. In some instances, task orientedphrases may come up, such as clockwatcher or taskmaster; but they will sel-dom, if ever, describe the best supervisor.

Balance Technical Skills withManagerial and Leadership SkillsWhy is it, then, that there is seldom an investment made in developing andnurturing the characteristics that makea good supervisor? It’s as if there is anexpectation that they will appear mag-ically by donning the title of manager.

Many professions have require-ments for certification and/or for con-tinuing professional education. Thisdoesn’t seem to exist for managementpositions, independent of any techni-cal requirements associated with theorganization’s function.

A tactical approach to effective man-agement begins with an understandingof the need to begin a supervisor’s new journey with clear instructions as to role and responsibilities as wellas exposure to the fundamentals of

OTactical Management

This is the fourth in a series ofarticles that describe the con-

cept of Tactical Management, and the six milestones that enablemanagers to focus on long termgoals while addressing short termdemands. This article looks atgetting the most from managers.

Previous articles can be downloadedfrom PDFs of the three previous2004 issues of Managing the Skies located at www.faama.org.

managing the skies • july/august 2004 | 27www.faama.org

communication, problem solving andconflict resolution—balancing the tech-nical skills with managerial and leader-ship skills.

At one time, in the Federal govern-ment, the Office of Personnel Manage-ment (OPM) required that newsupervisors receive 40 hours of supervi-sory training within their first year afterpromotion, and another 40 hours beforethe end of their second year.

When OPM dropped that require-ment, most Federal agencies eliminatedany training whatsoever for new super-visors. The result has been disastrous.Investing in training for managers is oneof the most important resource expendi-tures that can be made, but often is theone most overlooked.

Tactical Management EncouragesApplying New Approaches to OldProblemsTraining need not be limited to formalclassroom training. Tactical manage-ment requires examining new approach-es to old problems. There are a numberof options that can respond to the needfor training without the additionalexpenditure of limited funds. Some ofthese tactics include:

• Sending one person to formal trainingand having that person train otherswithin the organization.

• Contract training to meet speciallydesigned needs.

• On-line training.

• Developmental assignment elsewherein the organization.

• Exchange programs with otherorganizational elements or with other organizations/agencies.

• Discussion groups: peers who meet to address specific topics and invite a veteran manager to talk aboutapproaches or options.

• Mid- to long-term mentoringprograms.

Success Depends Upon Supplyingthe Right Tools and the RightTraining plus Continuous Follow-upIn order to get the most from man-agers, they need the right tools to dothe job. But it’s not enough to justhand them those tools—or to just sendthem to training. Not every program isgoing to work. Nor does every formaltraining class provide the solutions thatare sought. There needs to be continualfollow-up and discussion:

• What is working and what is not?

• How effective was the training, the discussion, the developmentalassignment?

• What could have made it better?

• What could have made it moregermane?

• Is there additional support we canprovide managers?

Even in an organization that is not limited by financial resources, it’simportant that those resources are usedeffectively. To make the most of devel-opmental opportunities, maintain alibrary that’s easily accessible, whichdescribes the program attended or thedevelopmental opportunity.

In the library, supplying a shortsummary of the program and thebenefits and/or limitations can helpthose who follow you. More impor-tantly than the short analysis of thecourse, the name and telephone num-ber of the attendee will allow for adiscussion and a better insight into the needs and the deliverables. It alsowill provide another opportunity tobuild a relationship. �



Department of Energy, and a graduate









reached via email at [email protected]

and [email protected], respectively, or

at www.LRA1.com

“A tactical approach to effective management begins with

an understanding of the need to begin a supervisor’s new

journey with clear instructions as to role and responsibilities

as well as exposure to the fundamentals of communication,

problem solving and conflict resolution — balancing the

technical skills with managerial and leadership skills.”

Ma

na

gin

g C

ha

nge

Taking a deeper look at the next step in making decisions that address immediate


Tactical Management:Getting Employees on Board


n the military, every leader learnsfrom day one that his or her pri-mary responsibility is the accom-

plishment of the mission and thewelfare of the troops. Both aspectshave equal weight and importance.There is no comma in that statement,and it’s not an “and/or” situation.

Many organizations include in theirvalue statements that employees aretheir most important resource. Unfor-tunately, often times that’s as far asthat sentiment goes. In developing atactical strategy to move your organi-zation forward, an element that is ascritical as the task oriented goals andobjectives is the one of communication.

In the previous article (TacticalManagement: Getting the Most fromManagers) we discussed the importanceof relationship building. Communicat-ing effectively with your employees isthe practical application of that skill.

Well Balanced Strategic PlansInclude a CommunicationsStrategyA well balanced strategic plan mustinclude a communications strategy.There must be goals and objectives,milestones, accountable individuals andfeedback mechanisms. In an organiza-tion that is going through significantchange, it also isadvisable to includea “rumor control”function, such asa hot line or a

web site with frequently asked ques-tions, or, as often as possible, regularlyscheduled briefings.

By publishing and circulating thestrategic plan,—which includes anextensive communications strategy—you’ve taken a huge step in stemmingrumors and lowering anxiety in thework force. If possible or practical, seekinput from employees on options forenhancing communications, as well aswith identifying and developing strate-gies for changing the organization.

Make Employees Part of theSolution: Begin by Assessing the Workforce If employees are part of the solution,the changes are likely to be more easilyeffected than if they are just thrustupon those who are responsible forimplementation.

One aspect of a tactical commu-nications strategy is to begin with an assessment of the workforce. Setthe framework of this assessment by defining the present state and the future state of the organization. Determine whether or not employeesunderstand the need for the changes,

not just what the endresult is expected to be.

Jumping ahead tomerely discussing thefuture state, and howwonderful everything is going to be, assumesthat everyone has the

same understanding that you do ofwhat the driving forces are, and whatthe ramifications of not changingcould be.

In doing this kind of assessment,you also will have a better idea ofwhere you need to enhance your com-munications efforts and where poten-tial problem areas are likely to pop up.

Next Assess Your Customers and Clients The next step is to do a similar assess-ment with your customers and clients.They need to understand where you’regoing and why, just as much as youremployees, especially if they will havedelivery of their services disrupted, ormodified, or if new expectations forthem are a possible outcome (such asthe self service gas station example).

ITactical Management

This is the fifth in a series ofarticles that describe the con-

cept of Tactical Management, andthe six milestones that enablemanagers to focus on long termgoals while addressing short termdemands. This article looks at get-ting employees on board.

Previous articles can be downloadedfrom PDFs of the four previous2004 issues of Managing the Skies located at www.faama.org.

www.faama.org22 | managing the skies • september/october 2004

“Each normally wants the organization to succeed;

each wants to take pride in their organization; each

wants to do the best job possible; and each wants

to have a sense of security in the organization and

in their job.”

How does this relate to getting employees on board? Your employees are often the direct representatives of your organizationwith your customers. If the employeesdon’t understand where the organiza-tion is going and why, their aversion toany changes can undermine the confi-dence of your customers in your visionand direction.

It also can put your customers in the position of demanding that youdon’t make any such changes, even ifthe end result would mean worse serviceor none at all. Additionally, if your cus-tomers don’t understand where you’regoing, and why, their doubts and mis-givings will only fuel the concerns and apprehension of your employees.

Share the “Big Picture” With Employees In many instances, rank and file employ-ees don’t have a clear picture of the needsof the larger organization or where theyfit in. Their view is limited to their ownback yard: their own team or unit andtheir specific responsibilities.

Interaction with other elements of the organization in discussions aboutthe changes in the organization, and thereasons for those changes can providethem with an opportunity to widen theirhorizons and enhance their effectiveness.It is also an opportunity for interestbased problem solving.

In spite of organizational stove-piping, most employees have the same

or similar interests as their peers, and as their management. Each normallywants the organization to succeed; eachwants to take pride in their organiza-tion; each wants to do the best job pos-sible; and each wants to have a sense of security in the organization and intheir job.

Create a Collaborative Process Include in your communications strategyan opportunity for the different elementsof the organization to discuss their inter-ests and to collaborate on ways to helpeffect the changes that the organizationwill be going through. By discoveringcommon interests individuals can beguided through a collaborative processto look for solutions that work for all,or at least for a greater number.

In looking at the big picture, yourimmediate reaction may be that you can’thave every employee participate in design-ing and implementing the organization’schanges. That’s not what we’re suggest-ing. There are, however, several opportu-

nities along the way to obtain employeeinput on how to effect some of thosechanges, and to even improve them.

Sometimes, just having the chance tomake that kind of contribution, even ifnever acted upon, is enough to changean employee from being an obstacle tobeing a facilitator. Ultimately, manage-ment provides the leadership to enhanceteamwork that produces results. �














at www.LRA1.com.

managing the skies • september/october 2004 | 23www.faama.org

Ma

na

gin

g C

ha

nge

How to survive and succeed by adapting to changing conditions; adopting innovative and

successful approaches and ideas; and by improving communications, interpersonal relations,

and organizational effectiveness

Tactical Management:Adapt, Adopt, Improve


ADAPT: High Adaptability Givesthe Tactical Manager an EdgeChange is inevitable. Managers have achoice to be either ahead of the curveor to play catch up. While no one canpredict the future, effective managerscan be prepared, or at least be betterpositioned for it. One talent that canhelp a manager is the ability to adapt.

Most managers have the opportu-nity to exercise or develop this skillseveral times in their careers. Any time there is a change in leadership,whether it’s a complete change asoccurs in the Federal governmentwhen there is a change in the adminis-tration, or if it is merely the selectionof a new supervisor, the incomingleadership will often change the direc-tion of the organization, the policiesor procedures followed, or the actualstructure of the organization. In manyinstances, all three are changed.

New management, faced with whatmay be perceived as a dysfunctionalorganization, or at the very least, onethat is not as productive as it couldbe, usually will revert to what it isfamiliar with—past successes. Wherepossible, they will bring in staff andother managers from their priororganizations.

They will impose procedures thatwere used in those prior organizations,and in almost every instance, will“reorganize” their new organization.

What they are actually doing is attempt-ing to replicate their prior organization,rather than to appreciate the uniqueaspects of the new organization and to build on them.

Incumbent members of the organiza-tion can respond to all of this in one oftwo ways. They can assume the attitudeof, “This, too, shall pass,” providingonly lip service to the changes, waitinguntil the new regime moves on to otherpastures, and hoping that things willeventually return to “normal.” Or theycan commit to giving the new leader-ship their full support, doing whateverneeds to be done to make the newprocesses work, provide options thatconstructively influence change and beeffective.

Maintaining a high level of flexi-bility or adaptability gives the tacticalmanager an edge. Image yourself inthe position of the newly arrived man-agement team. Would you be moreinclined to listen to and rely upon ateam that appears to be waiting youout, or to one that is giving you honestfeedback and making a sincere effortat implementing your programs?

One note of caution here,however—as a part of the organiza-tion under new leadership, you shouldavoid becoming what may appear as a“yes man.” You still need to providesound advice and counsel your newmanagement about opportunities as

well as the potential obstacles thatmay arise.

Regardless of whether or not youare “under new management” or justadapting to changes in resources, mis-sion requirements, or process require-ments, a good tactical manager is notconfounded by change, but insteadadapts to it, as a part of the business.Indeed, he or she may even play a keyrole in leading change.

ADOPT: Take Advantage ofDifferent Points of View,Approaches, and InterestsOften, the concept of diversity is rele-gated to matters relating to traditionalEEO issues. An organization is consid-ered “diverse” when it has a balance

Tactical Management

This is the last in a series of arti-cles that describe the concept

of Tactical Management, and themilestones that enable managers to focus on long term goals whileaddressing short term demands.This article looks at the cycle ofcontinuous growth and next steps.

Previous articles can be downloadedfrom PDFs of the four previous 2004issues of Managing the Skies locatedat www.faama.org.

www.faama.org24 | managing the skies • november/december 2004

of women and minorities in itsstaff and management. Valuingdiversity goes beyond this kind oflimited definition, and includes valu-ing differing opinions, differing cul-tures, and differing perspectives.

If you and your supervisor thinkexactly the same way, and approachand solve problems in exactly thesame manner, one of you is super-fluous, and it’s probably not goingto be your supervisor.

Take advantage of the differentpoints of view, the different approach-es and the different interests eachmember brings to the table, andadopt those ideas and suggestionsthat work best for the organizationas a whole. In solving problems, orin ensuring the survival or successof the organization, it is time toleave egos at the door. Collabora-tive leadership brings togetherdiverse experiences and expertiseto produce results that work bestfor the organization and producesresults that reflect positively onthose involved in such teamwork.

Another tool that can be used inthe search for good ideas is that ofbenchmarking. Look to your peers,whether competitors or allies, acrossorganization lines.

What has worked for them?Equally important—what hasNOT worked for them? You can oftenlearn more from other’s failures than youcan from their successes. Finding outwhat has not worked and why can notonly save you time and resources, it canspark other ideas or modifications forconsideration.

IMPROVE: Every Change Brings an Opportunity to ImproveThe process of tactical management is nota one time approach. It is cyclical. Everychange that confronts an organizationbrings with it an opportunity to improve.

An old adage is times of change aretimes of opportunity. Even when you

think things are stable, the process ofre-examination, exchange of informa-tion, and evaluation of ideas can helpimprove current operations or may aidin preparing the organization for immi-nent additional changes.

While your own operation may not beanticipating any mandated changes, newapproaches are being tried and imple-mented elsewhere, as well as changes intechnology, or even just changes in ideasthat may be of value to you or yourorganization.

Failing to continually challenge themembers of your organization or failingto continually evolve, results in stagnation

and complacency and costs moredearly later on when trying to catchup. No tool ever gets better by notbeing used.

The key to surviving and succeed-ing is to adapt to those changingconditions, adopt innovative, creativeand especially successful approachesand ideas, and to improve commu-nications, interpersonal relations,and organizational effectiveness.These approaches and the continu-ing, constructive participation ofmanagers not only make the jobmore satisfying for each of us butalso are critical to organizationaleffectiveness.�

Richard Reda is the former Director

of Employee and Labor Relations for the












at www.LRA1.com.

managing the skies • november/december 2004 | 25www.faama.org

“An old adage is times

of change are times of

opportunity. Even when you

think things are stable, the

process of re-examination,

exchange of information,

and evaluation of ideas can

help improve current opera-

tions or may aid in preparing

the organization for immi-

nent additional changes.”

tactical management - govleaders.org

Documents