okay so now we’re gonna roll a new section called cutting communications in planning any stroke at the enemy’s communications either by maneuver around his flank or by rapid penetration of a breach in his front the question will arise as to the most effective point of aim whether it should be directly against the immediate rear or the opposing of the opposing force or further back when studying the question so again and i talked about this before on the last podcast is every time it talks about communications it’s an it’s it’s telling you hey you better you better keep your communication open when we talk about attacking the enemies communications and that’s how we cause unbalance and that’s how we kind of crush them great we’re glad to know that that’s also a reminder to us as leaders that communication is so paramount to getting our job done when he’s got a whole section called cutting communication guess what that should mean to us from a red cell perspective don’t let your communication get cut and yet we work with companies all the time where the communication isn’t open and it’s not flowing and people on the front lines don’t know what’s happening and the people in the head shed don’t get the feedback that they should be getting from the front lines there’s not communication happening and yet there’s a whole section here about cutting communication and you’re allowing your communications to be cut when there’s not even an enemy it’s not like your competitor got into your email system or got into your phone system and didn’t let you call your front line leadership that didn’t happen you failed to do it so where do we cut the communication when studying this question at the time that experimental mechanized forces were first created this and their strategic use was under consideration i saw guidance on it by anal by analysis of cavalry raids carried out in the past especially in the more recent wars since railways came into use while such cavalry raids had more limited potentials than a deep strategic penetration of mechanized forces seemed to me to promise that this difference emphasized rather than detracted from making the significant evidence which they provided making the necessary adjustment the following deductions could be drawn and i’m going to kind of burn through this section the overall concept is that the nearer to the force that the cut is made the more immediate the effect and the nearer to the base the greater the effect it’s common sense right if you kill the the node at the headquarters they can’t communicate to anybody but it’s going to take a while for that impact to hit the front lines for them to actually not know what’s going on whereas if you cut the front line node that immediate node is kind of messed up so that’s the that’s the general consensus that he gets into there um he goes on to say these deductions were confirmed by the experience of the second war above all the catastrophic the catastrophically paralyzing effect physically and psychologically that was produced when gordian’s panzer forces racing far ahead of the main german armies severed the allied army’s communications where these crossed the far back line of the psalm and this is where you run into problems so catastrophically paralyzing when we start to cut off communications so look are you going to go into your competitors you know headquarters and destroy their their their internet and their email no you’re not going to do that but are you allowing that to happen just by just by human nature and laziness and no lack of prioritizing execute are you gonna allow your communications to fall apart there’s a decent chance you are we work with companies all the time that aren’t communicating they might as well have had uh panzer forces go and cut off their email between their front lines and them because there’s no email happening there’s no conference calls happening there’s no text happening we don’t know what’s going on we’ve lost communications not through enemy action but through our own fault yeah and and one of the ways one of the places we see that with business is that the communication is a one-way communication where i am i am dictating or directing or communicating to you i’m transmitting and there’s no response to that transmission there’s no the communication really isn’t designed for me to hear what you have to say it’s for me to tell you what to do and how to do it and when to do it and and where to do these things yeah and there i get that compliance but i don’t get that communication which is a a a almost guarantee that sooner or later when than when there is friction with that without that communication that plan is going to fail um even when i was just talking about communication i said you’re not getting the you’re not getting the information the front lines and you’re not getting the feedback you need yeah which is what you just said it’s like hey communication’s supposed to go in two ways that’s what’s supposed to be happening if we don’t let it happen we’re going to have problems we’re going to have problems and in the in making this relevant to to the civilian world of the private sector the the needle the bias needle of the communication would be to transmit as little as possible and and receive as much as possible when i have when when i have my team communicating to me more than i’m committing to communicating to them here’s what we’re seeing here’s what we’re doing here’s the problems we’re having here’s how we’re saying that’s what you would want that’s how would you you would set up the bias yes the biases if i see that i’m the as the leader doing ninety percent of the communication the needle is in the wrong direction and so the ability for my people to communicate to me for me to hear from them what they’re doing what they’re seeing where they are and i’m doing less communicating to them than they are communicating up to me that’s where i want that needle that falls into something i was talking about the other day on on our online platform i used this term and both it struck i think both you and leif because you’ve never heard me say it before i started using the term traditional leadership yeah and then like an archetypical leadership what does that mean well when we think of a leader what do we think of like if you just say oh what does a leader do well a leader gives orders a leader talks the leader tells everyone what’s going on they tell people what to do that’s traditional leadership and actually in my mind if i’m doing that sort of traditional leadership i’ve made 47 mistakes to get to a point where i have to tell you what’s going on i have to give orders i have to uh give you direction about where to go and what to do i’ve made so many mistakes if i’m doing that traditional leadership role of like all right here’s what we’re doing does that happen sometimes and that was what i was talking about right the case does sometimes happen where we got a leadership vacuum no one knows what to do there’s some confusion and sometimes we do have to take a role as a traditional leader step in tell everyone what to do this is what we’re doing this direction we’re having heading and a traditional leadership role i’m in charge i’m the one that’s putting out the word we want to flip the script on that to what to your point traditional leadership is not what my ideal is ideal leadership is dave’s actually giving me information and telling me what’s going on and i have to give very little communication back because he already understands the commander’s intent and what his roles were and he by the way knows more about what’s happening on his front than i do totally and he’s trying to inform me but still he’s there so that that traditional leadership versus ideal leadership is is something to pay attention to and if you had whatever version of a catastrophic communication failure exists where you know it doesn’t have to be the phone lines in combat but some something that prevents you from communicating if your people can’t operate based on your intent with zero communication and just go out there and execute until somehow that communication line is reopened for whatever reason that again that is a that is your failure as a leader that they don’t know what to do if you’re not there to tell them what to do so i don’t you know in whatever world you’re in your version of a communication cut off your people should still be able to execute 100
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