Commanding Approach. Personified by Admiral Rickover

People with a bias toward this approach are action oriented and decisive. They emphasize the here and now and favor the use of objective information. The focus of this method is on commanding action. Their priority is to get the job done. They seek to cross items off their "To Do" list and to produce tangible results. They tend to be most sensitive to technical and task-specific issues. They focus on near-term problems and objectives. They have a low tolerance for ambiguity and complexity. They can quickly identify the most appropriate protocols for action in a given set of circumstances.

Those biased toward a Commanding approach tend to make decisions quickly and consider only specific, objective facts. They value decision-making speed and results. They are instinctive in their decision-making. The strength of those biased toward the Commanding approach is an ability to make quick decisions and promote action. They tend to excel in quickly mobilizing resources to meet specific task-oriented objectives.

People favoring this approach tend to be motivated by power and status. At times, others view them as being harsh and militaristic. These leaders can be heard to say, “Let’s just get on with it.”

Under stress, they tend to become annoyed. The "approach advisory" includes a tendency to follow existing practices, their instincts, and the readily apparent option and to avoid research, formal long-term planning, and thinking outside the box. This can be seen in a “Ready, Fire, Aim,” condition when the quick application of protocols doesn’t work because circumstances have changed.

Example of the type of problem that responds well to this approach: You are at the airport with your two small children, your flight was just canceled, and the last flight of the day is leaving in 5 minutes 10 gates away.

Example of an investment activity that responds well to this approach: You must trade short-term bonds today at an attractive price and you can decide how and when to trade them.

A person whose behavior exemplifies this approach: Admiral Rickover, who was responsible for the rapid development of nuclear-power submarines in the 1950s. He circumvented established channels in Washington DC to fund, design, and build the Nautilus, which was done ahead of schedule.

Management Priorities and Practices Associated with Commanding Approach

Organizational Structure: They prefer to have many people reporting to them, to supervise many activities, and to maintain tight control of the organization and its processes.

Methods of Control: Those biased toward the Commanding approach can be autocratic and readily exercise their power and control to influence others.

Reporting and Communication: They like short reports with summarized conclusions.

Move to Decision Making: In meetings, they call an end to discussions quickly when the next step is apparent. They prefer to make decisions on their own based on readily available facts.

Process Character: They like simple straightforward processes with few steps.

Motivational Techniques: People favoring this approach tend to motivate others through direct interaction, setting specific objectives, and by offering tangible rewards.

Habits of Effective Commanding Managers

One can improve skills in using this approach by doing the following:

<> Make a 6-item “to do” list at the end of each day of the things that should be done the next

<> Consciously develop a bias toward action

<> Consciously emphasize precision (making sure to get the same result each time) in the work you do

<> When you are called to on to take control, carefully and confidently do so; step up

<> Search for and address problems related to a lack of focus, lethargy, and inertia

<> Make extra effort to determine if the most apparent solution is the right one and if a lack of action is the main issue

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Commanding Approach. Personified by Admiral Rickover

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