New managers actually do not know how to “command and control.” Heck, many experienced ones don’t either. The class trap is to be explicit on the procedure and process. Do this, then do that, talk to that guy, then do that. They usually leave the intention ambiguous — too much explanation and not necessary. But the result is usually not satisfying: the subordinates felt they are mere robots carrying out mindless tasks; the manager is frustrated from the lack of innovation and motivation from the staff; the procedure and process become long and boring; people start to cut corners; worse, they do it only in form; management became tedious and tiring.
In modern “knowledge-based” world, the manager needs to communicate the “intention” of the decisions. There are several elements* in such communication:
| What’s the purpose? | Our troops need more supplies. |
| What’s the objective? | We will secure the port so that supply ships can dock. |
| What is the processes, steps, tasks, that need to be accomplished in what sequence? | |
| Why are we doing it this way? | |
| The key points of the plan that would have force us to re-plan or abort. | We suspect alternative sources of supply. In that case, we shall switch to plan B. |
| The things that should not happen, the goals that should not be reached. | Civilians activities should be minimally impacted. The unloading equipment cannot be damaged. |
| The key constraints and conditions. | Ships arrive in 18 hours. There will be no air-cover in this mission. Radio communications can only be done in these frequencies. |
Memorize these points and make sure you cover them in your communication. In fact, the preparation for them will already make you a better manager.
*Gary Klein: the Sources of Power.