In this episode of  @TheScienceofLeadership  Dr. Collins sits down with renowned General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead. General McCaffrey shares insights on why recognizing and valuing team members is crucial, the impact of small acts of praise, and the importance of leading from the front. He recalls a Vietnam story illustrating servant leadership, with leaders eating last and going first into battle. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how these principles apply across fields. Key themes include appreciation, servant leadership, and recognition.

General McCaffrey is a graduate of the United States Military Academy at West Point, led troops in both the Vietnam and Gulf Wars, and served as the Commander of U.S. Southern Command. He was awarded numerous medals, including two Silver Stars, four Bronze Stars, and three Purple Hearts. Following his retirement from the Army, he served as Director of the Office of National Drug Control Policy under President Clinton. Since that time, he has served on multiple boards of directors for various corporations and non-profits.

Key Takeaways:

• The Importance of Recognition: General McCaffrey emphasizes the need to recognize excellence publicly, a powerful motivator in both military and civilian leadership.

• Servant Leadership in Action: Leadership isn't about personal gain; it's about ensuring your team is well-cared for and valued.

• Tailored Praise: Not everyone wants or needs public recognition. Good leaders understand the preferences of their people and adjust accordingly.

• Character and Competence are Non-Negotiable: Great leaders must be experts in their field and must embody integrity.

• Hard Work is the X-Factor: The willingness to put in the effort consistently sets successful leaders apart.

• Leadership in Large Organizations: Even in massive organizations, it's possible to maintain personal connections and understand individual contributions.

• Fairness vs. Equality: Rewarding everyone equally can be detrimental; recognizing exceptional performers benefits the entire team.

References

Algoe, S. B., Haidt, J., & Gable, S. L. (2008). Beyond reciprocity: Gratitude and relationships in everyday life. Emotion, 8(3), 425-429. https://doi.org/10.1037/1528-3542.8.3.425

Cameron, K. S., & Spreitzer, G. M. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco: Berrett-Koehler

Collins, J. (2001). Good to Great. New York: Harper Business.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. New York: Plenum Press. http://dx.doi.org/10.1007/978-1-4899-2271-7

Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377-389. https://doi.org/10.1037/0022-3514.84.2.377

Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-412. https://doi.org/10.1111/j.1468-2370.2009.00270.x

Grant, A. M., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946-955. https://doi.org/10.1037/a0017935