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Michael Morell, who served as the former deputy director and acted director of the CIA on two occasions, has experienced his fair share of intense scenarios throughout his extensive career. His role has included crucial moments, such as advising President George W. Bush during the 9/11 attacks and participating in covert discussions with North Korea while President Barack Obama was in office.
Originally not set on a career path in intelligence, Morell’s journey began at the age of 22 when he was recruited by the CIA. Motivated by a sense of duty to his country and the desire to provide essential insights to policymakers, he embraced this path for over 33 years.
“There’s a certain integrity to this line of work,” Morell shares. “Your responsibility is to convey your genuine beliefs about what is true, free from political bias or personal agendas. While errors can occur, your role is to express truth as you perceive it.”
In a recently launched class on The Art of Intelligence: CIA Secrets for Success, Morell, alongside CIA colleagues Brian Carbaugh and Dawn Meyerriecks, discusses decision-making frameworks and leadership techniques developed in their high-stakes environment. Entrepreneurial insights are drawn from his discussions on critical thinking and the adaptability necessary to foster strong leadership across various fields.
Leadership Lessons from President George W. Bush During 9/11
Morell vividly recalls the events of September 11, as if they just transpired. He was aboard Air Force One with President Bush while chaos unfolded, witnessing the Pentagon burning in the distance and an F16 fighter jet flying closely to the plane.
Morell recalls a particularly poignant moment when the president’s military aide informed him that the F16’s purpose was to act as a safeguard, intercepting any missile that might threaten the president. “Just thinking about it still brings chills to my spine,” he admits.
When President Bush directly inquired about the assailants behind the attacks, Morell highlighted that while nations like Iran or Iraq had the capability, they possessed little to gain from such an event. “I told him, ‘I believe the ultimate investigation will lead us back to bin Laden and Al-Qaeda.’”
This situation compelled Morell to provide prompt evaluations, but he underscores that the most impactful leadership lesson came from observing President Bush’s composed demeanor. “When I asked him how he was holding up, he replied, ‘I’m just fine. Now I understand why I’m the president of the United States.’ He exhibited no signs of rage or frazzle but was resolved in ensuring such a tragedy would never recur.”
This experience taught Morell invaluable lessons about what a president expects from intelligence agencies: clarity on effective strategies, candid communications even about uncomfortable truths, and the necessity of delivering hard realities tactfully.
Negotiating in North Korea: The Role of Empathy
Morell emphasizes that to effectively recruit informants, whether from terrorist groups or drug syndicates, empathy is a fundamental requirement. “Understanding their motivations and personal backgrounds is essential,” he asserts.
While engaged in secret negotiations in North Korea under the Obama administration, Morell confronted significant challenges, particularly with officials tied to destruction beyond their borders. “My first meeting began unexpectedly; the head of the group confronted me, stating, ‘You shouldn’t be here.’ He challenged the legality of our meeting based on U.S. sanctions.”
This predicament underscored the complexities of demonstrating empathy amidst hostility. Morell notes that fostering mutual understanding often necessitates an element of sacrifice from the party trying to bridge divides.
Building Relationships through Empathy
According to Morell, transcending mere professional interactions by finding common ground, such as shared interests in sports or family, paves the way for delivering constructive criticism more effectively. The approach can significantly ease uncomfortable dialogues, especially when addressing errors made by team members.
“In these scenarios, I could express my care for my colleagues, saying, ‘Michael, I genuinely care about you, but what led you to do this?’ This indicates that our connection is built on trust and understanding,” he explains.
When critiquing intellectual outputs, Morell encourages focusing on the work’s shortcomings rather than personal failings, thus maintaining a constructive and solution-oriented discussion that avoids demoralizing the individual.
Identifying Deception: The Importance of Body Language
For leaders, regardless of their field, recognizing when trust starts to erode is crucial. Carbaugh highlights the significance of understanding a person’s baseline behavior during regular, non-stressful dialogues to identify signs of dishonesty.
Reflecting on an experience during the aftermath of 9/11, Carbaugh noted his intuitions when an informant began exhibiting nervous behavior while sharing information, signaling a lack of truthfulness.
Morell concurs that detecting inconsistencies in body language and speech can be revealing. “Often, noticing shifts in eye contact — like someone making direct eye contact only to falter when stating something dubious — can signify deception,” he explains.
The Fence-in-the-Field Model of Leadership
Morell frequently utilized the metaphor of a fence in a field to illustrate effective leadership dynamics within organizations. The metaphor suggests that leaders and their teams should work collaboratively, rather than inadvertently segregating themselves into opposing perspectives.
“If employees express frustration about bureaucratic processes, do you join in their complaints or guide them to understand the rationale behind those processes?” Morell questions. “It’s about effectively leading an organization today while continually enhancing it for the future.”
To exemplify sound leadership, Morell identifies three critical components:
Firstly, leaders must have a comprehensive understanding of their operations. “While you may not grasp everything from the outset, it is vital to learn efficiently and quickly,” he advises.
Secondly, possessing and clearly articulating a vision helps motivate teams toward shared objectives. “Individuals seek direction; if your goals remain ambiguous, it diminishes your influence,” Morell emphasizes.
Lastly, addressing each team member’s individual needs and aspirations is essential for fostering a strong organizational culture. Morell champions regular feedback and open communication to cultivate career progression and build trust.
“Ultimately, it’s about managing the organization for immediate success while steadily enhancing it, all while ensuring employees recognize your commitment to their success,” Morell concludes.
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