Frederick Liebenberg’s Post

In over 30 years of military service, leading Special Forces operations and managing high-stakes international military projects, I’ve learned that effective communication is the foundation of mission success. Whether in the heat of battle or in the strategic planning room, how you communicate can be the difference between victory and failure. If I were to improve communication in military operations by 80%, here’s what I’d focus on: Clarity and Command: During my time as Special Forces Company Commander, clear and direct communication ensured that every mission was executed flawlessly. Ambiguity in leadership can cost lives; clarity ensures that everyone knows their role and executes with precision. Adaptability in Crisis: As the HR Director for the UAE Armed Forces, I had to adapt my communication style to manage a force of 2,760 personnel while navigating various challenges, from morale to operational readiness. In military leadership, being able to adapt your message to fit the situation is critical to maintaining discipline and focus. Building Trust Through Action: Whether leading airborne operations or managing security projects, I’ve always believed that actions speak louder than words. Effective communication builds trust, and trust is the foundation of any successful operation. What can you do today to elevate your communication in military leadership? In military operations, communication is your most powerful tool. Lead with clarity, adaptability, and trust, and you’ll see your team’s performance soar. Quotes to Inspire Military Communication: "Communication works for those who work at it." - John Powell "In leadership, you cannot communicate what you don’t live." - John C. Maxwell "The most important thing in communication is hearing what isn’t said." - Peter Drucker #MilitaryLeadership #MaxwellLeadership #EffectiveCommunication #SpecialForcesLeadership #CommandAndControl #LeadershipDevelopment #OperationalExcellence #MissionSuccess #ClearLeadership #MilitaryCommunication

In the military, credibility is built through consistent leadership under pressure. Whether commanding a Special Forces company or managing multi-million-dollar security projects, I’ve learned that credibility is the foundation of effective communication. The troops won’t follow orders unless they trust you, and that trust is earned by living out the values you preach. Here’s how to apply the Law of Credibility in the military and security world: Lead by Example: As Special Forces Company Commander in the UAE Armed Forces, I didn’t just instruct tactics - I was on the ground, demonstrating them. This built trust within my team and ensured operational readiness at all times. Be the first to do what you ask of others. Consistent Actions Build Trust: Overseeing security operations in Angola, I made sure every directive I gave was backed by action. This consistency led to seamless operations and strengthened our ability to respond to high-risk situations. In leadership, words mean nothing without consistent actions. Earn Respect by Living the Mission: Throughout my career, from South Africa to the UAE, I made it a priority to live out the mission daily. When your team sees you embody the values of service, discipline, and resilience, your credibility is cemented. How can you ensure your actions match your words today? In the military, your most powerful message is the one you live. Lead by example, and your communication will be trusted and respected. Quotes to Inspire Credibility: "The most effective communication is not what you say, but how you live." - John C. Maxwell "Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." - Sheryl Sandberg "Actions speak louder than words, but not nearly as often." - Mark Twain #MilitaryLeadership #CredibilityInAction #MaxwellLeadership #LeadByExample #TrustInLeadership #OperationalReadiness #MilitaryExcellence #LeadershipCredibility #SecurityLeadership #CommandAndControl

As I advance in my civilian career as a leader, I appreciate the leadership training the military has invested in me as I've progressed. Leadership is encouraged and taught from day 1as you step off of the bus with Drill Sergeants screaming at you and getting you accustomed to operating in chaos. You begin to compete for leadership while viewing it as just doing what is expected by assertively applying yourself to high-level problem solving. As a 19-20 year old private I led teams through both normal managerial-style administrative work and high-stress chaos-burgers. When I transitioned the the United States Air Force the leadership style expected of me changed, but has been much more heavily invested in. I am expected to be more detail-oriented and technically proficient. To understand operational, tactical, and strategic-level leadership and objectives. Non-Commissioned Officers are the tactical glue that makes the U.S. Military such a dominant, adaptable fighting force. Our strategic level leaders can trust their NCOs to make adapt to changing conditions on the fly while still keeping the larger strategic vision in place. I have often heard civilian leaders complain that there is "no manual for being a team lead" and that leadership is thrust upon supervisors with no training. Which is true for most organizations, you either have "it" or you don't. You are either lucky enough to have Directors and VPs who trust you to get it done, or you have "managers" who micromanage you because they don't trust you to get it done or to communicate their vision clearly. As I grow in my formal leadership role(s) I look forward to bringing the NCO concepts to the tactical leadership class of the civilian market. Creating better leadership that elevates organizations who need agile, adaptable and trusted technical leaders. #cybersecurity #securityengineer #leadership https://lnkd.in/gMfMdmYs

This paper is excellent and very helpful for focusing on what is operationally-relevant for CDRs and our operational forces' dynamic mobilizations' trainings with limited time.

Let's cut to the chase. What's really important when you're in a leadership role? This list of points from retired Chief Master Sergeant of the Air Force Eric Benken should be required reading for anyone in a leadership role -- military or otherwise. One of the points that particularly resonates with me: Be Accountable. When I was in the Air Force--and throughout my professional life--I developed a simple rule around this point. "If we mess up, we fess up." And then we do our utmost to fix whatever damage we caused -- no matter how long it takes. Nobody's perfect. But leaders can get into trouble when they minimize a problem or hope it goes away on its own. An even worse choice: try to cover it up. LEADERS: Meditate on this list deeply on often. It is priceless advice. Thanks for sharing Chief Benken! With you on the journey #mentoring #advice #leadership

LEADERSHIP ADVICE   NOTE: During my tour at Osan AB, Korea (’78-’79) I was given a wallet sized pamphlet titled “Advice to Commanders” by General Lou Wilson, Pacific Air Forces (PACAF) Commander 1974-1977.  I really liked the simplicity and common sense of his words on leadership and that they were just as applicable to me as a young Staff Sergeant and leaders everywhere. I carried that pamphlet in my wallet until I retired as Chief Master Sergeant of the Air Force. ******************************************************************************   Be tough. Set high standards - and insist your troops meet them. Correct those who do not live up to them. Get out from behind your desk. Talk to your troops! Take a sincere interest in their work and well-being. Search out the problems. Be open and create an atmosphere that will allow your troops to share them with you. Do not kid yourself; every unit has problems. Find the critical path to success. Prioritize; do not get bogged down in the minutiae. Use your weight on key issues. Be sensitive. Listen to your troops. Show empathy. Talk to them. Learn to recognize problems. Seek input and solutions. Do not take things for granted. Follow up on issues yourself. Often issues that appear resolved are not or do not remain that way. Monitor your progress. Do not alibi. Be accountable, not defensive, when something goes wrong. No one is perfect. Do not procrastinate. Be thoughtful in your decisions but once you reach them act on them. Do not tolerate incompetence. Be courageous - when an Airman's attitude or work does not meet Air Force standards, confront them and take the actions necessary to correct the issue. Just as important, provide positive reinforcement and recognize those Airmen who are performing well. Be honest. Hold yourself and your fellow Airmen to this standard. Create an open atmosphere that cultivates trust and confidence. “Leadership is something some are born with, and some have to develop, but it is a skill that we all must cultivate.”  Gen Lou Wilson

Great leadership advice, from a great leader.

In the intricate tapestry of military leadership, the importance of strategic unity and understanding command dynamics becomes starkly apparent, especially under the shadow of conflict. I recently came across a compelling narrative that sheds light on these critical aspects through the experiences within the Rwandese Patriotic Army (RPA). The story begins with a late-night conversation that reminds us of the complexities of military ranks and responsibilities. Afande PC Kagame, a Major freshly returned from a military course in America, finds himself at odds with Lt. Colonel Afande Wasswa. The latter had been leading the rebel forces since the death of their revered leader, Afande Rwigema. The conflict between aspiration and experience, between new ideas and seasoned leadership, poses a poignant question: who is best suited to lead? As this dilemma unfolds, Museveni's call for a meeting suggests a potential resolution - splitting roles where Kagame might lead the political wing, and Wasswa could continue his command over the military forces. This strategic division could harness the unique strengths of each leader, potentially leading to a more formidable and unified front. The narrative takes a personal turn when the protagonist is drawn into a clandestine operation. Transported in secrecy, navigating through towns and witnessing scenes right out of a war chronicle, they end up in Nakivare. Here, the stark reality of military readiness is on full display as young recruits, dressed in mismatched military attire, prepare for training under the cover of darkness. This journey does not just highlight the operational aspects of the RPA but also the profound sense of duty and the weight of responsibility carried by those in command. The story culminates at the RPA tactical headquarters in Kamukuzi, where strategies are crafted and future operations are planned. Reflecting on this narrative, we see more than just military manoeuvres; we witness the human element of leadership under extreme conditions. The choices made by leaders like Kagame and Wasswa not only determine the course of military engagements but also shape the future of their forces in profound ways. As professionals, we can draw parallels to our leadership challenges, be it in managing teams, leading projects, or navigating corporate strategies. The essence of leadership lies in understanding the strengths and potentials of our team members, making strategic decisions that leverage these attributes, and maintaining unity even amidst conflicting viewpoints. This story is a powerful reminder of the leadership dynamics that operate in every sphere of our lives, urging us to think deeply about how we lead and the impacts of our leadership decisions. Join the conversation and share your thoughts on this captivating journey of courage, love, and resilience. Grab Your Copy Now: https://lnkd.in/dRp4hbSe #AfandeKadogo #RwandaUganda #RwangoKadafi

When did the first Stand-up meeting happen? Who called it, and who all attended it? It was held at the beginning of World War I. The meeting was chaired by General Galieni, military governor and commandant of the Armies of Paris. The meeting happened on Aug 28, 1914, at 10:00 a.m. Please take a look at the paper I've attached for more details. It helps in validating some of the hypotheses, not all of them are true 😊 1. Stand-up meetings will be shorter than sit-down meetings 2. Sit-down meetings will produce higher quality decisions than stand-up meetings. 3. Groups in sit-down meetings will use more task information to make decisions than in stand-up meetings. 4. Sit-down meetings will produce more synergy than stand-up meetings. 5. Participants in sit-down meetings will be more satisfied with their meetings than stand-up ones. 6. Participants in sit-down meetings will be more committed to their group's decisions than in stand-up meetings. #meeting #dailystandup #people #leadership AgileWoW Paper source: ResearchGate

Preparing the Next Generation of Military Leaders: A National Priority Preparing the next generation of military leaders is crucial for maintaining national security and ensuring the future strength and stability of the armed forces. As global threats evolve, the challenges faced by military leaders become more complex, requiring a blend of strategic foresight, advanced technological knowledge, and adaptive leadership. Investing in future leaders helps ensure that they are equipped with the skills to respond to dynamic security landscapes, protect citizens, and uphold democratic values. Their readiness determines our resilience as a nation, as well as our ability to respond effectively to both traditional and emerging threats. In addition to safeguarding national interests, cultivating new leaders preserves and strengthens the culture and core values of the military. Experienced leaders instill discipline, honor, and a sense of duty in the next generation, ensuring that these essential principles endure. By mentoring young officers, seasoned leaders pass down their hard-earned wisdom, knowledge, and insights, creating a legacy of excellence that sustains morale and unity. The commitment to training and mentorship supports a strong chain of command and fosters trust within ranks, which is fundamental to effective mission execution. Moreover, preparing future military leaders is essential for the well-being of those who serve under them. Good leadership has a profound impact on morale, mental health, and overall mission success. By developing leaders who are not only skilled tacticians but also compassionate, empathetic individuals, the military can better support its service members, reduce burnout, and promote resilience. This focus on holistic leadership strengthens the military from within, ensuring it remains adaptable, capable, and prepared to face whatever lies ahead. #NextGenMilitaryLeaders #FutureOfDefense #MilitaryLeadership #NationalSecurity #LegacyOfService