On any high-performing team I've been a part of, putting mission first, and team before self, was always key to collective success. — Chris Fussell Football Copy Share Image
If the most deeply interconnected individuals can exemplify the behaviors that your official top brass sets out, then the rest of the… — Chris Fussell Follow Copy Share Image
By providing clear objectives for your team, and setting guardrails for how they get there, you will set them on the path… — Chris Fussell Goals Copy Share Image
The reality, as the battlefield taught us, is that a 20th-century organizational system is simply insufficient for the speed of the information… — Chris Fussell 20th century Copy Share Image
Before you can trust your team to make decisions better than you would have, you need to build their capability to connect… — Chris Fussell Better Copy Share Image
The Defense Department is prone to all of the 'traditional bureaucratic rules,' which is the same thing you'll find in most traditional… — Chris Fussell Bureaucratic Copy Share Image
In any bureaucracy, there's a natural tendency to let the system become an excuse for inaction. — Chris Fussell Become Copy Share Image
When the collective mentality of any organization is self and self-preservation first, it's a sure sign of pending doom. — Chris Fussell Any Copy Share Image
It's difficult to feel as though you are truly being effective at work. Many of us feel trapped in endless meetings, with… — Chris Fussell Alone Copy Share Image
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the… — Chris Fussell Football Copy Share Image
The 21st century is dominated by networks because the introduction of the information age, we can suddenly create, free flow these globally… — Chris Fussell 21st century Copy Share Image
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for intimacy and trust to form. This… — Chris Fussell Business Copy Share Image
“As you move up and achieve ever-greater success, the world will constantly push you to assume the archetype of a lauded, lone… — Chris Fussell Success Copy Share Image
As you move up a traditional, sort of bureaucratic structure, there's a certain point at which you realize, 'Well, I'm not really… — Chris Fussell Bureaucratic Copy Share Image
The 20th century was all about hierarchies: if you want to create something, if you want to start a country, create a… — Chris Fussell Competition Copy Share Image
When we first met, I was probably six layers down in the military structure, but General McChrystal at that time was a… — Chris Fussell Army Copy Share Image
“In his 2004 book The Paradox of Choice: Why More Is Less, psychologist Barry Schwartz makes the case that when one is… — Chris Fussell Books Copy Share Image
A dynamic team cannot rely solely on orders; they must be able to read each others' every move so they can act… — Chris Fussell Cannot Copy Share Image
In 2010, I was an executive officer in the Navy, splitting my time between U.S. headquarters and being deployed to an international… — Chris Fussell Army Copy Share Image
In the military, and in business, the most elite and effective teams I've seen or been part of are filled with individuals… — Chris Fussell Business Copy Share Image
As a leader, you must consistently drive effective communication. Meetings must be deliberate and intentional - your organizational rhythm should value purpose… — Chris Fussell Communication Copy Share Image
Bureaucratic advancement means fewer peers, more span of control, generally an increasing information-pump function, and increased distance from the actual implementation of… — Chris Fussell Advancement Copy Share Image
Special operations are small, highly specialized. They do amazing work when they're put into the fight, but it's a limited resource. And… — Chris Fussell Amazing Copy Share Image
As I found while leading special operations forces in Iraq and Afghanistan, if the problem is interconnected, your organization must be, as… — Chris Fussell Afghanistan Copy Share Image
There's a difference between doing things right and doing the right thing. — Chris Fussell Doing the right thing Copy Share Image
As the insurgency in Iraq started to grow, we realized this is a connected network of individual actors that can move at… — Chris Fussell Grow Copy Share Image
If you're trying to stay productive, stop and think, 'Are my meetings actually productive, or are we merely having meetings for meetings'… — Chris Fussell Meeting Copy Share Image
The truth is that key influencers exist in all effective organizations, but a solid-line org chart won't tell you where they are. — Chris Fussell Exist Copy Share Image
Leaders in an interconnected organization must be comfortable sitting in the middle of a network, not at the top of an org-chart. — Chris Fussell Comfortable Copy Share Image
As a leader, you sit at a different level of perspective from your team, either with line of sight higher and across… — Chris Fussell Different level Copy Share Image
The information age has ushered in a networked and interdependent world, one in which challenges and opportunities appear and disappear faster than… — Chris Fussell Age Copy Share Image
How often are you really realigning yourselves on strategy? And does it need to be faster, based on how quickly your market… — Chris Fussell Answer Copy Share Image
Silos and bureaucracy are well-oiled machines in corporate America, but they are ultimately perpetuated by individual behavior. If we start behaving differently,… — Chris Fussell Behavior Copy Share Image
