The US Army loves duct tape (which it calls 100 miles-per-hour tape). Invented during World War II by Johnson & Johnson, duct tape was a strong, waterproof self-adhesive tape designed to keep water out of ammunition cases. The first duct tape was a dull greenish cotton-mesh fabric, that was waterproofed with polyurethane sealant, which was then coated with a rubber-based adhesive. Not only was it strong, but you didn't need scissors to cut it - you could tear it, longways and crossways, by hand. The Army has used it ever since. It picked up the nickname 100 MPH tape because it would stay on vehicles that drove that fast.

Even NASA likes 100 MPH Tape. I’ve talked a lot about the Apollo 13 mission (see Post #85 and Post #2). To save the mission, the crew used a version of 100 MPH tape to help make a CO2 scrubber that cleaned the air and saved the crew.

I used 100 MPH tape in every job and every deployment I went on in the US Army. In fact, I still have a roll in my desk drawer right now. And I’m willing to bet that most of you (both veterans and non-veterans) have a roll floating around the house or office.

100 MPH Tape Leadership

I think everyone has been in an organization where there has been “100 MPH tape leadership.” I define 100 MPH tape leadership as an organization whose strategy is disconnected from its day-to-day execution. In order for the organization to succeed, leaders run from crisis to crisis with 100 MPH to patch the holes and keep the organization moving forward. Think of those organizations that you were part of that routinely used a quick switch to focus on a “new” priority, placed holds on necessary work, pushed schedules out to the right, borrowed resources from one project to help another, and used pure force of will to succeed. These “100 MPH tape” solutions can work in the short run —  but they’re often weak, brittle, and prone to failure.

100 MPH tape leadership is not all bad. Often times it is necessary to use it when you are scaling an organization or taking an organization in a different direction. It is a tool in your leadership toolbox. But one that shouldn’t be the de facto leadership style of an organization since it will lead to burn out in leaders, mistakes in projects, and an exhausted team.

It is much better to develop a way to build permanent bridges and redundant pathways that align your strategy with your execution, so your team can be successful with every project.

Conclusion

Go on the offense, align your strategy better with your day-to-day execution, and limit the amount of “100 MPH tape” leadership you are providing the team.