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I inherited the organization was a mess! I should have remembered that the navy stood for Never Again Volunteer Yourself when I raised my hand to work for the Director of Security for Naval District Washington, DC. We did not have enough people to do most, we sold under budgeted, and morale was in the toilet. Everything was going 1000 miles an hour and there was absolutely impossible I sit and think about my work as a whole because when I did, the issues of self-doubt can begin to flash in my head. Who was I kidding? I graduated in the bottom 25% of my high school class, got voted "class clown" of 600 children, and here I been responsible for the safety and security of 25,000 people on many Navy installations in Washington, DC? While I was using out of my league. There was no time for that! The people I conduct necessary decisions. Decisions affecting safety of where they work, their quality of life, and (eventually) the people we served. My predecessor has failed to make these crucial decisions and that's how our current mess evolved. When we, as leaders are faced with times of trial, we must be maintained at the helm. When chaos abounds, we must be firm in our resolve to make decisions, move forward and lead the way – Even when the chatter in our head tells us to retreat. I was able to move past that talk using my own "Lutz" decision matrix (acronyms are infinitely easier to remember if your last name).

Listen

The first part of this matrix of concerns listening. Please note that I did not say communicate. Yes, I think that know where you are going and to communicate is essential, but you can not get to this point without listening first. The best proposals for decisions which should be made were from people around me who would be responsible for implementing these decisions. People on the beat, clients of the street and superiors that I welcome (had to make that rhyme) knew what was going to do our best to work the machine. I just had to have open ears and listen when they spoke.

Understand

The second part of this matrix is to understand. When I volunteered for this job, I knew nothing about the physical security or police work. What I did know was research. I read all the books, went through all the training I could, and picked the brains of those who allow me to use their material gray. I had to understand how things fit together – the needs of my people, the needs of my clients, and strategic vision of the organization. Without this understanding, it was impossible to make effective decisions. Of course, I could have done many "Shoot from the hip" decisions, but would have led to further complicate our situation. We need to know and understand.

Take No Prisoners

Flouting prisoners is a matter of attitude. It blocks about self-destructive gossip can do after you blow all the decisions and prevent you decisions at all. It's about risk and do not wait for the next chunk of information before you can proceed – The speed at which information comes to us now, there is always something more coming and more something to prevent us from taking a decision. I listened, worked to understand and now it was "go" time. Some of the decisions we face will not be popular. Some of these decisions will affect a much larger scale than was previously expected. Regardless, the Decisions must be made up Takeki a deep breath, call time, and move forward.

"Z" (Show) about it

When the price is fixed, it is time to move on. With a difficult road, one might think back and modify our initial decision. If this begins to chatter in your mind wander, return to the previous step. I am not against revaluation a path for the sake of improvement, but we should not shroud a difficult path in this appearance. It never moves ahead taking advantage of one! Make a commitment to keep a commitment, and make it work.

Ultimately, the difference between a good leader and a great chief can be reduced to a matter of moments. The moments we are given to make critical decisions to be made when it counts most. These are the times the risk (and reward) is the largest and are the times that your employees need your firm hand at the helm most. We DIS is a past rag-tag organization, an organization that was efficient, effective, and had team members who wanted to be there in less than a year. Was the decision the only thing that took us there? No, but without it we would have remained in a stagnant cesspool of confusion and low morale. Do not stuck in the mud – decide to step up, go out and make the right decisions!

Chip Lutz is a professional speaker, trainer, and retired Navy Officer with 22 years leadership experience. He speaks and trains on the power of positive leadership and the infusion of humor in the workplace to increase morale, productivity, and teamwork. He served as Commanding Officer of two separate Navy Facilities and was the Director of Security for Naval District Washington, DC during September 11th, 2001. Additionally, he is adjunct faculty for two colleges where he teaches classes in leadership, teamwork, and organizational behavior. Find our more about his work at http://www.covenantleadership.com or email him at chip@covenantleadership.com to be put on his weekly newsletter distribution.

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