This page is meant to reflect on the principles of leadership and acts as guidance for both members and leaders to make sound and morally justified decisions with their fellow members, both on and off duty.
“Leadership is intangible, hard to measure, and difficult to describe. It's quality would seem to stem from many factors. But certainly they must include a measure of inherent ability to control and direct, self-confidence based on expert knowledge, initiative, loyalty, pride and sense of responsibility. Inherent ability cannot be instilled, but that which is latent or dormant can be developed. Other ingredients can be acquired. They are not easily learned. But leaders can be and are made.” - General C. B. Cates, 19th Commandant of the Marine Corps
President George Washington
Born in Westmoreland County, Virginia, Washington grew up under the guardianship of his eldest brother. After a spotty education, he became a surveyor and eventually inherited his brother's prosperous estate, Mount Vernon. He joined the Virginia militia in 1752, advanced to major, fought during the French and Indian War (1754-60), and made it to the rank of honorary brigadier general. Washington didn't return to the battlefield until July 1775, after being appointed general by the Continental Congress. At Cambridge, outside Boston, he took command of the disintegrating Continental Army. The American Revolutionary War-Washington energetically and skillfully revitalized the militias at Cambridge and organized them into Continental Army regiments. Using cannons borrowed from the colonies, he occupied Dorchester Heights and brilliantly forced Sir William Howe's British army to evacuate Boston and retire by sea to New York City.
Washington tried to drive the British from New York but failed, partly due to his own inexperience and partly due to untrained troops and clumsy subordinates. His masterful withdrawal from Long Island and Harlem Heights into New Jersey and Pennsylvania during the autumn of 1776 saved the army from extinction. General Howe captured most of New Jersey and made the mistake of believing Washington's army was militarily impotent. On the night of December 25-26, 1776, Washington's forces crossed the Delaware River in boats, drove Howe's Hessians out of Trenton, and on January 3, 1777, Washington learned that General John Burgoyne planned to invade the Hudson Valley from Canada.
Though soon hard-pressed defending Philadelphia, the national capital, he sent many of his best troops upriver and, in October, defeated the British at Saratoga. Having weakened his forces defending Philadelphia, Washington abandoned the defense of the city on September 26, forcing the Continental Congress to move west to York. Not everything went well for Washington, but he managed to contain one British force in the north while sending forces south to fight another British force under General Charles Cornwallis at Yorktown. The strategy worked, and on October 19, 1781, Cornwallis surrendered.
Washington's unorthodox military education kept him from becoming an orthodox 18th-century general, which led to his boldness. The Continental Army never numbered more than 35,000 men, and Washington never had more than a third of it under his personal command, yet he managed to subdue, with help from the French fleet, Great Britain's professional army. Underrated by modern standards, Washington was a brilliant strategist and self-taught tactician. He also became a gifted statesman. He believed in civilian government and the rule of law, spurning attempts by his officers to make him a military dictator.
If you're interested in his principles of leadership, you can read below. They are highly suggested and may help you on your way to becoming a successful leader.
"A good leader usually comes out of a hellforge of ashes, a type of trauma or personal experience that makes a person reflect inwards and outwards, allowing them to see the other side of the coin; however, one must understand the harm it does to the soul. That is the burden of being a leader."
There are multiple points in a man's life that define who he becomes; how he defines himself from the others like him.
Every step of the way, every experience that brings about self reflection and interpretation of emotions is what forges somebody into a person better than when they started. Someone who has been through hell what they've seen and they'd simply say it was all sunshine and rainbows to spare the feelings of those around them; that person is a leader...
The traits and principles of leadership are the basic fundamentals that leaders use to develop their own leadership abilities and that of their subordinates. Regardless of status, title or career, everyone should understand and demonstrate these traits in order to better serve themselves and the organizations they serve in.
Leaders eat last
If two privates are walking side-by-side, one takes the lead. Military leadership starts the day you take your oath. Below are ten habits developed within months, or even days, of putting on a uniform. These qualities are constantly refined through stress, responsibility, and austere environments; extreme experiences that test and develop military leaders, making these powerful, long-lasting habits.
1. (Sometimes false) Motivation Funny place to start, but it's amazing what your excitement can do for a team. Make enthusiasm a habit and you'll be easier to follow - if you come up short on the real thing, sometimes you just gotta fake it 'til ya make it.
2. Bias for Action Stress and time constraints force decisions, and action with an 80 percent solution is almost always better than doing nothing.
3. Command Presence You can't lead from behind or lead a team that can't hear you, so get in front, know your shit, and be heard.
4. Esprit de Corps Loyalty and pride in your mission makes the difference between punching out after a half-assed job and a job well-done no matter how long it takes. If you don't have any pride, your team won't either.
5. Fair Discipline Today you're a teammate, tomorrow you're the boss. It only takes once to learn fair discipline garners respect from subordinates, peers, and superiors alike. Unfair discipline will cut your days as a leader short.
6. Second and Third Order Effects Bias for action needs to be tempered by understanding the global impact of local decisions. This helps you avoid spending all your time undoing what you just did.
7. Credit When it's Right, Responsibility When it's Not If it's a grand slam, all credit goes to the team. If it's FUBAR, brace yourself and take the beating, then work with the team to fix it.
8. Team First A leader that stands alone already failed. Always put your team first, and you'll be happy where you finish.
9. Accountability How many do you have, where are they, what condition are they in? Whether you're accountable for a simple task list, a department, a customer base, a fleet of equipment, or 1,000 employees, knowing the answer to these three questions at all times will help keep you in the lead.
10. Leaders Eat Last Don't eat until everyone else on your team does. You sacrifice personal interests and self-serving actions to support your team. This is symbolic of what should drive many of your decisions, and who knows, maybe you'll shed a couple extra pounds you’ve been lugging around, too. Come out on our operations and you’ll quickly see these habits demonstrated by our field leaders. And don’t worry, if they’re leading with the team in mind, no one will go hungry because a good team never lets anyone miss a meal.
Here are ten fundamental habits cultivated and refined tirelessly amidst challenges and austere environments, sculpting resilient and enduring leaders.
Enthusiasm Beginning with a genuine zeal may seem unconventional, but the power of enthusiasm can rally a team through the toughest of challenges. Cultivate a habit of infectious energy, for sometimes, leading means mustering the spirit even when it's not readily apparent.
Bias Towards Action
Amidst stress and constrained time, decisive action, even with an imperfect solution, prevails over inertia. In the chaos of conflict, decisive action prevails. Embrace the philosophy that an 80 percent solution acted upon swiftly outweighs the paralysis of indecision.
Commanding Presence Leadership demands visibility and clarity. Lead from the front, command with authority, and ensure your voice reverberates amidst your team.
Esprit de Corps The bedrock of loyalty and pride fuels unwavering commitment to the mission, transforming mediocre endeavors into triumphs of excellence.
Equitable Discipline Fairness in discipline cultivates respect across all levels of command. Remember, unjust reprimands tarnish leadership swiftly.
Understanding Ripple Effects Decisiveness must be accompanied by foresight, comprehending the ripple effects of local decisions on a global scale to prevent undoing your own actions.
Credit Sharing and Accountability In triumph, attribute success to the collective; in failure, shoulder responsibility and lead the charge towards resolution.
Team-Centric Approach Leadership is synonymous with service to the team. Prioritize their welfare, and victory will follow suit.
Unwavering Accountability Whether overseeing a task list or a battalion, perpetual awareness of assets and their conditions ensures effective leadership.
Sacrificial Leadership Leadership isn’t about eating first; it’s about ensuring your team is nourished and cared for before personal indulgence. Symbolic gestures of selflessness drive impactful decision-making.
How to succeed as a Leader
Medal of Honor recipent, Clinton Romesha.
Once you have been selected as a leader, it is time to lead. What is the best way to do this? Like many things, starting off on the right foot is simple, but not easy. Here are some fundamental rules to keep in mind as you take command.
1. Be humble. It is an honor to be in a leadership position. Your team is counting on you to make the right decisions. Put the ego to the side and detach from it as best as possible, a good way of doing this is the "I Don't Care" mentality when it comes to putting in the hard work.
2. Don't act like you know everything. You don't. The team knows this. Ask smart questions. A good way to help with this is using your team's experience and letting them take lead and come up with the plans, where you can then step in as necessary and correct it from a detached and outside perspective.
3. Listen. Ask for advice and heed it.
4. Treat people with respect. Regardless of rank, everyone is a human being and plays an important role in the team. Treat them that way. Take care of your people and they will take care of you.
5. Take ownership of failures and mistakes.
6. Pass credit for success up and down the chain.
7. Work hard. As the leader, you should be working harder than anyone else on the team. No job is beneath you.
8. Have integrity. Do what you say; say what you do. Don't be up or down the chain of command.
9. Be balanced. Extreme actions and opinions are usually not good. Find a balance between professionalism and personal friendship, the two must never be mixed together and should always remain separated. How you treat your men on duty should not be the same treatment as if you were off duty.
10. Be decisive. What it is time to make a decision, make one. Never let emotions get into the mix, take a step back, detach from those emotions, identify the problem and find a realistic solution to that problem.
11. Build relationships. That is your main goal as a leader. A team is a group of people who have relationships and trust one another. You don't always have to be hanging out with each other but you do have to trust each other and be willing to put the work in for each other when the time comes. Otherwise, it is just a disconnected, incoherent cluster of people.
12. Lastly, get the job done. That is the purpose of a leader, to lead a team in accomplishing a mission. If you don't accomplish the mission, you fail as a leader. Performance counts.
Don't Take Things Personally
This may seem obvious, but I see all the time where people take things personally. Don't take anything personally. It is hard to do this. You have to fight your ego to avoid taking things personally. Even when people ask for critique points, they often get made when they actually hear them. Don't allow yourself to do that. Don't take criticism personally.
Not about the plan you came up with.
Not about the idea you had.
Not about the presentation you gave.
Not about the decision you made. Even when your biggest rival, the last person you want to hear from, has something to say, listen.
Being humble isn't just about how you act around your men, it is how you act always. Always act as if people are watching what you do and ask yourself if that is something you'd envision a leader to do. One example of such is trying to control your own men outside of your operational environment - say your men wish to hang out with a group of people, you have no total control over that and you shouldn't try to control it. Ask yourself - does this negatively affect the operational capacity of the organization? If yes, do something about it and step in, reasonably. If not, then no man serving under you should be controlled in every aspect of his life - this is what is known as tyranny.
The day a man is able to analyze his humility is the day he loses it in the eyes of his peers. You can rationalize your actions as much as you like but at the end of the day humility is in the eye of the beholder. Humility isn't a superior quality, every man who's ever held the door for another contains an ounce of respect for others and a stoppage of the ego. Any man who thinks himself above another is always below the rest.
Empathy
The vast majority of humans do not know how to hold a proper relationship with those around them, they don't know how to empathize and really walk a mile in somebody's shoes, being able to empathize is a huge advantage at any stage in life. If you know somebody inside and out, you can do anything from be their best friend to being their worst enemy. If you understand somebody you can predict nearly anything about them, what they'll do and how they'd react to a situation. As a leader, you must employ a copious amount of empathy in any situation, "how would I LIKE to be treated or talked to in this situation?", it makes all the difference in the world.
These are straightforward rules. They make sense on paper, but they can be hard to remember and implement in a leadership environment. Review them often. Look at them in the morning, before meetings and when you are about to make things happen. Review them before you go to sleep at night. Soon, they will become second-nature.
Combat Leadership
Leadership, the most essential element of combat power, gives purpose, direction, and motivation in combat. The leader balances and maximizes maneuver, firepower, and protection against the enemy. This chapter discusses how he does this by exploring the principles of leadership (Be, Know, Do); the duties, responsibilities, and actions of an effective leader; and the leader's assumption of command.
BE
• Technically and tactically proficient
• Able to accomplish to standard all tasks required for the wartime mission.
• Courageous, committed, and candid.
• A leader with integrity.
KNOW
• The four major factors of leadership and how they affect each other are--
– The Led
– The Leader
– The Situation
– Communications
• Yourself, and the strengths and weaknesses in your character, knowledge, and skills. Seek continual self-improvement, that is, develop your strengths and work to overcome your weaknesses.
• Your subordinates, and look out for their well being by training them for the rigors of combat, taking care of their physical and safety needs, and disciplining and rewarding them.
DO
• Seek responsibility and take responsibility for your actions; exercise initiative; demonstrate resourcefulness; and take advantage of opportunities on the battlefield that will lead to you to victory; accept fair criticism, and take corrective actions for your mistakes.
• Assess situations rapidly, make sound and timely decisions, gather essential information, announce decisions in time for subordinates to react, and consider the short and long-term effects of your decision.
• Set the example by serving as a role model for your subordinates. Set high but attainable standards; be willing to do what you require of your subordinates; and share dangers and hardships with them.
• Keep your subordinates informed to help them make decisions and execute plans within your intent, encourage initiative, improve teamwork, and enhance morale.
• Develop a sense of responsibility in subordinates by teaching, challenging, and developing them. Delegate to show you trust them. This makes them want more responsibility.
• Ensure the subordinates understand the task; supervise them, and ensure they accomplish it. Subordinates need to know what you expect, when and what you want them to do, and to what standard.
• Build the team by training and cross-training your subordinates until they are confident in their technical and tactical abilities. Develop a team spirit that motivates them to go willingly and confidently into combat.
• Know your unit's capabilities and limitations, and employ them accordingly.
Guide for leadership
A leader is a teacher, yet he is also a student. A leader is a warrior, yet he is also a diplomat. A leader is wise, yet he is also still human.
The following guide is a lengthy yet simplified read on leadership principles that should be developed over time. Collected over eight years to help others learn from experience and past mistakes. This advice comes from years of research and development as well as classic leadership principles that was learned & grew up with. They should be read, practiced and executed consistently in order to maintain a solid understanding of these core tenants.
One must understand that there are clear overlaps; these tenants are lengthy and take time to master, and they do not address all leadership concerns, rather they give each student a more accurate picture of what is necessary in the foundation of proper leadership on a developed but simplified level. Hopefully you can learn from this, as well as update and refine these principles yourself to address any shortcomings or adapt to your particular situation.
1. Yelling doesn’t make you stronger. Training does. The more you sweat in training, the less you bleed in war. If you’re not out there saluting the flag every morning at 04:30, you can automatically assume your fellow subordinates are not. Your men don’t care if you’re in first place. They just want to see you out there. This is a team sport.
Training might not be the most important thing you do that day, but it is the most important thing you do every day in your unit. The bottom line is, wars are won between 04:30 and 2300, if you aren't training then you just put the tactical proficiency at the bottom of the barrel and now the team's ability to kill is at jeopardy. Sweat saves blood, blood saves lives but brains save both.
2. Think about what you’re going to say before you say it. I’ve never regretted taking the distinct opportunity to keep my mouth shut.
You’re a leader. People are going to listen to you.
By all means, if you have something important or something informative to add to the discussion, then say it. But don’t just talk so people can hear you. For fucks sake, you'd be embarrassing the rest of us. Sit down and listen. Sometimes you might just learn something.
3. If you find yourself having to remind everyone all of the time that you’re the leader and you’re in charge, you’re probably not. Nobody follows a leader who has to remind others of their high-order role. It’s the same as parenting. No child respects their parents when they have to reinforce rules with the phrase, “Because I’m the parent, that’s why.” That’s when the child starts secretly plotting their rebellious revenge.
The moment you say, “Do what I tell you because I am your leader...” You may win the battle in the moment, but you’ve lost the war, and respect as a leader.
You have just incited a spiritual and emotional mutiny. Fight or flight is all they have on their mind now. In other words, revenge or abandonment.
4. You have to work very hard at being more informed and less emotional. I’ll put it in simple terms: Nobody likes an emotional leader. They don’t. Never believe the first thing you hear. Take the time to do the research. Learn how to be brief. Listen to people, and give everyone the time of day. Everyone makes mistakes, even leaders, and you will make less of them if you have time to be more informed.
5. Perpetual optimism is a force multiplier. You are the morale, you are the spirit of the team. You don’t have to be everyone’s friend, but you do have to be positive all the time. The leader is the one everyone looks to when it’s cold, when it’s hot, when it’s raining, or things are just going south. Your job is to keep the unit together. That’s why you’re there. The first place they will look when things go bad is you, and they will watch your reaction. The point is that if you can make yourself believe you can accomplish something, just like that you've improved your odds of being successful. Finding humor in even the most difficult situations makes this a lot easier.
6. Don’t be the feared leader. It doesn't work. I'm not saying don't be afraid to enforce discipline but when your subordinates run the other way when you show up, that's a fucking problem. Most leaders who yell all the time with no good reason, are in fact hiding behind their inability to effectively lead.
Subordinates and leaders should be seeking you, looking for your guidance, asking you to be their mentors on their career track, not posting and making fun of your leadership skills. That’s not cool.
7. Don’t do anything — and I mean anything — negative over message. You have to communicate with a voice. Speak with them in a chat or over the phone. Messaging is just a tool that can be easily misinterpreted. It’s not a substitute for leadership. It’s also permanent. You’ve all heard it. Once you hit ‘send,’ it’s official, and you can never bring it back. Automatically assume that whatever you write on email will be on the cover of the New York Times and all over the official chats by the end of the week. Trust me, I know this personally.
8. It’s OK to be nervous. All of us are. Live in the moment. This happens to be my favorite. It came from my father. My father always used to tell me that if you’re not nervous on the first day of school, then you’re either not telling the truth, you either don’t care, or you’re just plain stupid. Being nervous makes you try harder. That’s what makes you care more.
Having fought for a good amount of time and seeing plenty of death, I know the importance of embracing your nervousness and learning to live in the moment.
To feel alive in a time of death is priceless.
Once that feeling is gone, once you feel like you have everything figured out, it’s time to go home, because the care stops.
Don’t do this alone. You need a battle buddy. You need someone you can call, a mentor you can confide in. Don’t make the same mistakes I made. Those are the dumb mistakes. Don’t do this alone.
9. If your own justification for being an expert in everything you do is your years of experience, then it’s time to take a step back and reevaluate yourself. Not everything gets better with age. You have to work at it every day. Remember, you are the walking textbook. You are the information portal. You don't have to know everything, but at least take the time to keep yourself relevant.
10. You need to establish clear lines of trust and communication between you and your subordinates. The rationale is actually quite simple: The moment the shooting starts and everything goes to shit, it becomes critically important that you understand your mission and its end-state.
There’s an old adage, which is very true: that all plans fall apart on the first round fired and things start going to hell in a handbasket. If everybody understands what the real intent is, what the real purpose, the larger purpose of a particular action is, when shit goes to pot, people can be guided by what we’re really trying to accomplish instead of just doing exactly what they were told in the plan.
This communication and understanding between leaders and their subordinates is critically important in counterinsurgency missions where undefined threats, fluctuating mission parameters, and unclear objectives and benchmarks for success are the orders of the day.
I would say that the more nebulous the environment the more important that everybody down to the lowest ranking man understands the larger purpose of every action, so as to be guided when things go to hell.
11. You need to accept the fact that nothing will go according to plan. The more things change, the more they stay the same. Boundaries shift, new players step in; but power always finds a place to rest its head. If you’re wondering why, it should be clear: It’s because your enemy has a vested interest in ensuring everything goes sideways on you. You bring down one enemy and they find someone even worse to replace him. Locations change, the rationale, the objective.
One of the things that non-veterans don’t fully understand about combat is the obvious...you’re dealing with a thinking, acting, human on the other side. Your actions will cause counteractions by them. They won’t always do what you expect them to do, and in a counterinsurgency environment, they will probably never do what you expect them to do.
12. You need to be educated on the subject of warfare and smart enough to apply it. Every fight is our fight. What happens over here, matters over there, we don't get to sit one out. Learning to use the tools of modern warfare is the difference between the prospering of your people, and utter destruction. Sure it matters who's got the biggest stick, but it matters a helluva lot more who's swinging it. It’s not enough to know you need to take a specific objective, you need to understand, or at least anticipate, what will happen after you seize it.
Behind every action is an intended consequence, a next step. So when things go to pot, if you focus yourself on what the next step was intended to be then you make your actions consistent with that next step, since the plan for the first step has gone to shit. Understand that leaders need to have an exit strategy. From my own personal experience, I would never execute any decisions without knowing whether or not I have the fortitude to live out and deal with the consequences. Avoid any action with an unacceptable outcome.
13. You've got to have physical and mental courage. Never let them see you cry. I read or heard somewhere way back that courage is the ability to continue to function normally or nearly normally, even though you’re terrified. You have to have enough personal courage, inner fortitude, so that you don’t ever panic even in a panicky situation, that you’re always in control of yourself. You must control your emotions to help maintain order.
You can’t hope to lead others if you can’t even control yourself. You can’t quit thinking just because things are bad. But everyone should be reminded that every great warrior needs a moment.
14. Never ask your men to do something you wouldn't do yourself. Never run from a fight. As leaders progress in rank and move further from the front, there’s a risk of a disconnect between leaders and their subordinates. Many warriors are trained to fight, and fighting is all we know. So running away from a fight just isn't a part of the plan.
With the odds stacked against us. We must be all willing to stay and fight. That’s our duty.
It shouldn't change, but unfortunately I think it does. The further you get from the actual grit and reality of the immediate fight — the last 100 yards — the more likely you are to dismiss the difficulties involved in that last 100 yards.
To keep this from happening, leaders should run an internal test every time they give an order. Essentially, they should run the order over in their mind and and imagine being the last guy in the chain of command to receive it, whether it was the fireteam leader or the point man, and think about what they would say if they were in that person's shoes.
If your response is “You gotta be shitting me”, you need to rethink the order.
15. There are sometimes when there’s no way around a tough choice. Real leaders lead from the front and from the rear and part of the reason for that is they’re willing to shoulder the same burdens they ask their men to bear.
And I had a time or two where I had to tell guys to do things, but I’d tell them, ‘Look, this is bad shit, I wish we didn't have to do this, but we have to, so we’re going,’ and in that case you go with them and you live with the results. I’m a strong believer in leadership from the front and leadership by example. Leaders must be willing to make hard decisions and pay a higher price than others are willing to pay. Sometimes, it's best to take the time to Stop, Look, and Listen – then strike hard and fast with all the power as necessary.
16. All of us are leaders. A great leader is unconcerned with a person's occupation. What truly matters is how smart your subordinates are, how tough they are, and whether they’d “stick around and fight when the chips were down.” As a leader, it is important to expect all to lead at their respective levels and fully recognize the team aspect and interdependence of all members of your unit. Leaders must respect their troops and the skills they bring.
17. Attitude is a weapon. Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire your troops. Your job is to win the hearts of those they lead and remember that it is the subordinates who actually accomplish every mission. Done right, troops will charge forward and fight with a happy heart. Leaders must remember that they only need to win one battle: for the hearts and minds of our subordinates. They will win all the rest at the risk and cost of their lives. It's about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others' success, and then standing back and letting them shine.
18. Everyone should fill the sandbags. Audentis Fortuna iuvat. It means that true leaders have a bias for action, regardless of what the job is or who or what they have at their disposal. The act of moving forward itself can often improve your odds of success. It not uncommon that you will find both the war-hardened and the inexperienced “shot caller” tropes. But having a high-rank insignia on your collar or sleeve is only as good as the man wearing it. Write that down.
True leaders get true reactions from their comrades. In other words, rank should not have privileges when there is work to be done and too few hands. Everyone should be expected to roll up their sleeves and pitch in to accomplish the mission. As a leader, no matter the role, you are not exempt and are expected to lead by example to help the team when needed.
19. If someone is screwing up, guide them properly. Mistakes are common and they will happen no matter how well trained everyone is. When someone makes a mistake, you should guide them to be better. Compassionate leadership & intrusive coaching is the name of the game. Leaders should be focused in tempering zeal so that, leaders don’t allow their passion for excellence to destroy their compassion for subordinates.
20. There are only two types of people on the battlefield: hunters and the hunted. Make your expectations clear. It should be clear as a leader what you want your warfighters to be. As a leader, you need to encourage your subordinates to inculcate a “hunter/ambush” mindset. Whenever you get rookie members, you need to give the newly assigned member some sage advice for the hell he’s about to witness.
"That's home. Do as you're told. Don't get too close to anyone. Ideals are peaceful. History is violent."
It sounds cold-hearted, but it’s realistic advice. Leaders are there to lead and reinforce each other's strengths, and to shore up each other's weaknesses. As a leader, you need to face the crowd and deflect all forms brittleness, because any idea that cannot not withstand challenge will fail in the face of the enemy.
21. Precision & simplicity in planning, and speed, surprise, and security in execution. A good plan now is better than the perfect plan too late. Plans are useless, but planning is indispensable, and that's true--but there comes a time when it's time to act. Momentum is its own reward; besides, as stated previously, no battle plan actually survives first contact with the enemy (and no business plan survives contact with the market). Control in combat is an indefinite illusion — a ghost fools often chased. A true leader must maintain proper “command and feedback,” rather than command and control. Leaders must trust those on the ground.
Leaders are the glue that hold together the fighting force, but they must be malleable enough to meet modern demands while keeping intact the human factor. A leader-centric, network-enabled approach creates unity of effort if done right, and creates harmony in the fog and friction of war. Leaders need to be able to act fast in a complex, chaotic and degraded environment. Fast, on-the-spot decision-making capabilities depend not only on the quick thinking that develops through independent functionality, but also on a decentralized command that doesn't require a lot of red tape in the way of green lights. Precision Matters – it helps to achieve the completion of your mission with peak efficiency. Being precise allows you to conserve energy and resources. Being precise also gives you the margin to restore energy and rebuild resources. Great decisions are mostly made from the field, rarely from an office. The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.
22. The two most important qualities to look for are initiative and aggressiveness. These qualities create speed and focus and these are two key elements of generating combat power. Combat power is what wins the fight. You must maintain that high adage of quality control, it is imperative that you maintain high efficiency all across the board. The success of every mission hinges upon the collective abilities of those who lead and those who follow.
23. The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge. It is ultimately important to understand that leaders need to embrace new challenges. The fog of war is both ubiquitous and relentless and that if you wait for perfect information, you will become paralyzed and irrelevant. We have a million of these sayings: "Up the hill, f*ck the hill." Or, "Travel light; freeze at night." It's all about sucking it up when you're faced with tough challenges, because going way past your comfort level is part of how you build real mental toughness.
Every leader has a choice and decisions are everything, the best thing to do is make the right choice, the second best thing to do is to make the wrong choice but the worst thing to do is to make no choice at all. Indecision kills. Standing there with your mouth hanging open, waiting for someone else to decide for you, usually leads to bad things. That's true in combat, and in life. No matter how bad the circumstance, leaders need to develop the situation and turn the tables on the bad guys. Preparation and execution is one thing, but once shit is stirred, you need to learn to unfuck the problem and act with a purpose. Excuses don't count for shit when you're expected to lead your troops through the killing fields.
There are an epidemic of quitters in this world; people who quit their families, walk away from responsibilities, don’t press into issues, are no longer willing to pay the price, are no longer willing to “man up”. Great leaders do not quit. You must be resilient and willing to pay the price needed to get the job done and get everyone home safely. An importance is that you need to be calm during chaos and conflict, level of calmness during chaos goes beyond necessity. Leaders are dealers of hope. Leaders are about progress through uncertainty. Leaders are calm and have quiet minds during times of chaos and conflict. Don't find fault, find a remedy.
24. No better friend, no worse enemy. The Roman general Lucius Cornelius Sulla once remarked, “No friend ever served me and no enemy ever wronged me whom I have not repaid in full.” Leaders should understand Sulla’s epitaph and apply it to the best degree possible. Wherever you deploy, you will have to deal with the local populace and you sure as hell don't want to fight all of them. You only want to fight the ones that are a threat to your existence and the existence of the populace you fight for. Show to your subordinates that if the innocent populace you encounter want to help, or just stand aside, they would find no better friend than you and your unit. If any opposes you, they go back home in a bag. Yesterday's enemies are today’s recruits. Train them to fight alongside you and pray they don’t eventually decide to hate you for it, too. Seek to limit damage and loss of life whenever possible, make sure to encourage your troops to do the same.
25. Treat every day as if it were your last day of peace. If you aren't in combat, you should be preparing others to go to combat. Train your troops to be killers and never stop until their skills are honed to perfection. That is the sole purpose of your job — to support the Constitution and defend your people. In order to perform that job, you must be able to do what is necessary to win that fight and to teach those going into the fight to be able to do the same. A famous Roman general, Publius Flavius Vegetius Renatus, once said, “If you want peace, prepare for war.” Training Matters – Leaders, you must be trained and then trust your training to guide others.
26. Killers, not quitters. Most people generally perform to the level of expectation that their leaders set. If a leader demands excellence and provides realistic and challenging training for their people, the people will respond. This is a moral imperative for leaders, combat is unforgiving and the price of bad leadership is the butcher’s bill with the names of young Americans that comes with every war. Experience matters. Leaders must recognize the potential dangers affecting their organizations and then take the needed precautions necessary to protect their people.
27. All Men are created equal. "Break glass in case of war." This is the saying used to describe personnel who are always trouble in garrison, but who turn out to be indispensable in war. It's a reminder that everybody has something to contribute. Sometimes, they need the help of a great and selfless leader to bring it out. From personal experience, leaders should be more interested in the six inches between their subordinates' ears than the rank on his or her collar. Leaders should go out of their way to empower talented people to do what they do best.
For example, General Mattis' lead intelligence analyst in his command post during the initial invasion of Iraq was a Marine lance corporal savant who knew the Iraqi order of battle better than anyone in the division.
Leadership essentially consists of picking good men and helping them do their best. Leaders should always maximize their subordinates potential. A leader is best when people barely know he exists, when his work is done, his aim fulfilled, and they say: we did it ourselves. Leaders must resource their subordinates and position them for success.
28. We're not cowboys, we're warfighters. Leaders should understand that they contribute to major events, and that how they act in the face of the camera is vital, to understand that truth is vital. Leaders should maintain a healthy respect for everyone's role in the field. In our democracy, truth is vital and the press is an entirely winnable constituency. As a leader, you must understand that there will be journalists, and that they will be the ones telling the others about what your troops were doing in combat. Encourage your subordinates to “share their courage with the world.” Focus your efforts on where the fighting and dying takes place — as Greek poet Pindar said, “Left unsung, the noblest deed will die.”
29. Engage your brain before you engage your trigger. The definition of dysfunction is when people, families or even nations are more comfortable in chaos and conflict than peace and love. People often react to crazy stuff in one of two ways: Freeze or charge. The better course is to be disciplined enough to move smartly, smoothly, and deliberately. Think smooth--and you'll be way more efficient than the people around you who are spazzing out. Cool, calm and collected is the saying. Taking the life of another human being is a significant act — one that you and your subordinates must be prepared to do as professionals, but that you must think before they shoot. Killing the wrong people on the battlefield would drive more people to the enemy’s cause, and such mistakes haunt people for the rest of their lives. Leaders must have the self-awareness to know when to be part of the solution, not part of the problem.
30. The number-one authority you have as a leader is your moral authority and your number one power is expectation. Troops expect to see their leaders at the front sharing hardship and danger. When leaders at the front expect troops to move forward against the enemy, they will. A leader’s example and moral authority are what truly take a unit forward. The supreme quality for leadership is unquestionable integrity. Without it, no real success is possible. The quality of a leader is reflected in the standards they set for themselves. At the front edge of the combat zone, you will know if the troops feel confident, if the battle is going the way they want it to, or if they need something. You can sense it, and you can apply something. Understand that ultimately, leadership is solving problems. The day your subordinates stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership. Leaders need to recognize a problem before it becomes an emergency and must support their subordinates.
31. Never forget that you're just a Member. That’s all you are. As a leader, service over self is key. You wind up with both privileges and responsibilities -- but the biggest thing you need to remember is that it's never about you. Instead, your organization is about the people you lead. Remain Humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Never let your ego get so close to your position that when your position goes, your ego goes with it. The classic manifestation of this is that leaders only eat after everyone else has. That tradition reminds us, and sets the tone. You are just a member, no better than any other, but just one of them. You may get paid a little more, but when the time comes, your job is to treat them all fair, take care of them as if they were your own children, and expect no more from them of that of which you expect from yourself. Smart leaders are not only in authority but also under authority.
Family Matters – at the end of your life, all that will matter is your relationship with yourself and your family. Take care of yourself and take care of each other, even though their world may be under a pile of shit, it's important to still maintain brotherhood and keep it stronger than ever. Words only veterans can relate to. Be convinced that at the end of your life that is all you will be thinking about as well.
32. What would George Washington think? George Washington was one of the most heroic servicemembers--who later became the Founding Father and the first President of the United States. This rhetorical question is about making sure our organization lives up to his standard. You can adapt it easily to anywhere else. Think of your mentors and heroes: What would they think of the way you're leading your team?
Remember, leadership is practiced not so much in words as it is in attitude and actions. A good leader takes a little more than his share of the blame and a little less than his share of the credit.
Leadership Traits
These 14 leadership traits are qualities of thought and action which, if demonstrated in daily activities, help members earn the respect, confidence, and loyal cooperation of other members. It is extremely important that you understand the meaning of each leadership trait and how to develop it, so you know what goals to set as you work to become a good leader and a good follower. While these are based off of the 14 Marine Corps Leadership traits, these apply everywhere, regardless of service or occupation.
If there is one constant about the fourteen leadership traits, it is that not one of them stands alone or above all the others. They are intertwined and interdependent, like the parts of a fine watch or the gears in a complex machine. Absent one trait, all the others are affected: the watch loses time, the machine malfunctions. Without unselfishness, it may be difficult to be dependable. Without knowledge, it’s tough to make solid judgment calls.
For us, it’s about the mission and keeping the mission central to each tactical decision. Today’s complex and knowledge-intensive world requires the kind of bottom-up leadership that Non-Commissioned Officers & Officers undertake every day.
NOTE: Many members remember these leadership traits with the acronym: JJ DID TIE BUCKLE
Justice
Definition. Justice is defined as the practice of being fair and consistent. Giving reward and punishment according to the merits of the case in question. The ability to administer a system of rewards and punishments impartially and consistently. A just person gives consideration to each side of a situation and bases rewards or punishments on merit.
Significance. The quality of displaying fairness and impartiality is critical in order to gain the trust and respect of subordinates and maintain discipline and unit cohesion, particularly in the exercise of responsibility as a leader.
Example. Fair apportionment of tasks by a squad leader during all field days. Having overlooked a critical piece of evidence which resulted in the unjust reduction of a NCO in a highly publicized incident, the CO sets the punishment aside and restores him to his previous grade even though he knows it will displease his seniors or may reflect negatively on his fitness report. (Also an example of courage.)
Suggestions for Improvement: Be honest with yourself about why you make a particular decision. Avoid favoritism. Try to be fair at all times and treat all things and people in an equal manner.
Judgement
Definition. Judgment is your ability to think about things clearly, calmly, and in an orderly fashion so that you can make good decisions. To be able to fully weigh facts and possible courses of action necessary to keep structural integrity.
Significance. Sound judgment allows a leader to make appropriate decisions in the guidance and training of his/her members and the employment of his/her unit. A member who exercises good judgment weighs pros and cons accordingly to arrive at an appropriate decision/take proper action.
Example. A member properly apportions his/her liberty time in order to relax as well as to study.
Suggestions for Improvement: You can improve your judgment if you avoid making rash decisions. Approach problems with a common sense attitude.
Dependability
Definition. The certainty of proper performance of duty. Dependability means that you can be relied upon to perform your duties properly. It means that you can be trusted to complete a job. It is the willing and voluntary support of the policies and orders of the chain of command. Dependability also means consistently putting forth your best effort in an attempt to achieve the highest standards of performance.
Significance. The quality which permits a senior to assign a task to a junior with the understanding that it will be accomplished with minimum supervision. This understanding includes the assumption that the initiative will be taken on small matters not covered by instructions.
Example. The squad leader ensures that his/her squad falls out in the proper uniform without having been told to by the platoon sergeant. The staff officer, who hates detailed, tedious paperwork, yet makes sure the report meets his/her and his/her supervisor’s standards before having it leave his desk.
Suggestions for Improvement: You can increase your dependability by forming the habit of being where you're supposed to be on time, by not making excuses and by carrying out every task to the best of your ability regardless of whether you like it or agree with it.
Initiative
Definition. Taking action in the absence of orders. Initiative means meeting new and unexpected situations with prompt action. It includes using resourcefulness to get something done without the normal material or methods being available to you.
Significance. Since an NCO often works without close supervision, emphasis is placed on being a self-starter. Initiative is a founding principle of Warfighting philosophy.
Example. In the unexplained absence of the platoon sergeant, an NCO takes charge of the platoon and carries out the training schedule.
Suggestions for Improvement: To improve your initiative, work on staying mentally and physically alert. Be aware of things that need to be done and then to do them without having to be told.
Decisiveness
Definition. Ability to make decisions promptly and to announce them. Decisiveness means that you are able to make good decisions without delay. Get all the facts and weight them against each other. By acting calmly and quickly, you should arrive at a sound decision. You announce your decisions in a clear, firm, professional manner.
Significance. The quality of character which guides a person to accumulate all available facts in a circumstance, weigh the facts, choose and announce an alternative which seems best. It is often better that a decision be made promptly than a potentially better one be made at the expense of more time.
Example. A leader who sees a potentially dangerous situation developing, immediately takes action to prevent injury from occurring. For example, if he/she sees a unit making a forced march along a winding road without road guards posted, he/she should immediately inform the unit leader of the oversight, and if senior to that unit leader, direct that proper precautions be taken.
Suggestions for Improvement: Practice being positive in your actions instead of acting half-heartedly or changing your mind on an issue.
Tact
Definition. The ability to deal with others without creating hostility. Tact means that you can deal with people in a manner that will maintain good relations and avoid problems. It means that you are polite, calm, and firm.
Significance. The quality of consistently treating peers, seniors, and subordinates with respect and courtesy is a sign of maturity. Tact allows commands, guidance, and opinions to be expressed in a constructive and beneficial manner. This deference must be extended under all conditions regardless of true feelings.
Example. A member discreetly points out a mistake in drill to a NCO by waiting until after the unit has been dismissed and privately asking which of the two methods are correct. He/she anticipates that the NCO will realize the correct method when shown, and later provide correct instruction to the unit.
Suggestions for Improvement: Begin to develop your tact by trying to be courteous and cheerful at all times. Treat others as you would like to be treated.
Integrity
Definition. Uprightness of character and soundness of moral principles. The quality of truthfulness and honesty. Integrity means that you are honest and truthful in what you say or do. You put honesty, sense of duty, and sound moral principles above all else.
Significance. A member’s word is his/her bond. Nothing less than complete honesty in all of your dealings with subordinates, peers, and superiors is acceptable.
Example. A member who uses the correct technique on the obstacle course, even when he/she cannot be seen by the evaluator. During an inspection, if something goes wrong or is not corrected as had been previously directed, he/she can be counted upon to always respond truthfully and honestly.
Suggestions for Improvement: Be absolutely honest and truthful at all times. Stand up for what you believe to be right.
Enthusiasm
Definition. The display of sincere interest and exuberance in the performance of duty. If you are enthusiastic, you are optimistic, cheerful, and willing to accept the challenges.
Significance. Displaying interest in a task and optimism that can be successfully completed greatly enhances the likelihood that the task will be successfully completed.
Example. A member who leads a chant or offers to help carry a load that is giving someone great difficulty while on a hike despite being physically tired, he encourages his fellow members to persevere.
Suggestions for Improvement: Understanding and belief in your mission will add to your enthusiasm for your job. Try to understand why even uninteresting jobs must be done.
Bearing
Definition. Creating a favorable impression in carriage, appearance, and personal conduct at all times. Bearing is the way you conduct and carry yourself. Your manner should reflect alertness, competence, confidence, and control.
Significance. The ability to look, act, and speak like a leader whether or not these manifestations indicate one’s true feelings. Some signs of these traits are clear and plain speech, an erect gait, and impeccable personal appearance. Example. Wearing clean, pressed uniforms, and shining boots and brass. Avoiding profane and vulgar language. Keeping a trim, fit appearance. Keeping your head, keeping your word and keeping your temper
Suggestions for Improvement: To develop bearing, you should hold yourself to the highest standards of personal conduct. Never be content with meeting only the minimum requirements.
Unselfishness
Definition. Avoidance of providing for one’s own comfort and personal advancement at the expense of others. Unselfishness means that you avoid making yourself comfortable at the expense of others. Be considerate of others. Give credit to those who deserve it.
Significance. The quality of looking out for the needs of your subordinates before your own is the essence of leadership. This quality is not to be confused with putting these matters ahead of the accomplishment of the mission.
Example. An NCO ensures all members of his unit have eaten before he does, or if water is scarce, he will share what he has and ensure that others do the same. Another example occurs frequently when a member receives a package of food from home: the delicacies are shared with everyone in the squad. Yet another form of unselfishness involves the time of the leader. If a member needs extra instruction or guidance, the leader is expected to make his/her free time available whenever a need arises.
Suggestions for Improvement: Avoid using your position or rank for personal gain, safety, or pleasure at the expensive of others. Be considerate of others.
Courage
Definition. Courage is a mental quality that recognizes fear of danger or criticism, but enables a member to proceed in the face of it with calmness and firmness. Courage is what allows you to remain calm while recognizing fear. Moral courage means having the inner strength to stand up for what is right and to accept blame when something is your fault. Physical courage means that you can continue to function effectively when there is physical danger present.
Significance. Knowing and standing for what is right, even in the face of popular disfavor, is often the leader’s lot. The business of fighting and winning wars is a dangerous one; the importance of courage on the battlefield is obvious.
Example. Accepting criticism for making subordinates field day for an extra hour to get the job done correctly.
Suggestions for Improvement: You can begin to control fear by practicing self-discipline and calmness. If you fear doing certain things required in your daily life, force yourself to do them until you can control your reaction.
Knowledge
Definition. Understanding of a science or an art. The range of one’s information, including professional knowledge and an understanding of your members. Knowledge means that you have acquired information and that you understand people. Your knowledge should be broad, and in addition to knowing your job, you should know your unit's policies and keep up with current events.
Significance. The gaining and retention of current developments in military and naval science and world affairs is important for your growth and development.
Example. The member who not only knows how to maintain and operate his assigned weapon, but also knows how to use the other weapons and equipment in the unit.
Suggestions for Improvement: Increase your knowledge by remaining alert. Listen, observe, and find out about things you don't understand. Study field manuals and other military literature.
Loyalty
Definition. The quality of faithfulness to country, and unit, and to one’s seniors, subordinates, and peers. You owe unwavering loyalty up and down the chain of command, to seniors, subordinates, and peers.
Significance. Regardless of circumstance, all members must swear undying loyalty to the organization and the moral ethics in order to achieve a true and valued brotherhood.
Example. A member displaying enthusiasm in carrying out an order of a senior, though he may privately disagree with it. The order may be to conduct a particularly dangerous patrol. The job has to be done, and even if the patrol leader disagrees, he must impart confidence and enthusiasm for the mission to his men.
Suggestions for Improvement: To improve your loyalty you should show your loyalty by never discussing the problems of the organization or your unit with outsiders. Never talk about seniors unfavorably in front of your subordinates. Once a decision is made and the order is given to execute it, carry out that order willingly as if it were your own.
Endurance
Definition. The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship
Significance. The quality of withstanding pain during a conditioning hike in order to improve stamina is crucial in the development of leadership. Leaders are responsible for leading their units in physical endeavors and for motivating them as well.
Example. A member keeping up on a 10-mile forced march even though he/she has blisters on both feet and had only an hour of sleep the previous night. An XO who works all night to ensure that promotion/pay problems are corrected as quickly as humanly possible because he/she realizes that only through this effort can one of his/her subordinates receive badly needed back-pay the following morning.
Suggestions for Improvement: Develop your endurance by engaging in physical training that will strengthen your body and mind. Finish every task to the best of your ability by forcing yourself to continue when you are physically tired and your mind is sluggish.
11 Leadership Principles
Know Yourself and Seek Self Improvement
Nothing happens without example, even if the example is your own. This principle of leadership should be developed by the use of leadership traits. Evaluate yourself by using the leadership traits and determine your strengths and weaknesses.
You can improve yourself in many ways. To develop the techniques of this principle:
• Make an honest evaluation of yourself to determine your strong and weak personal qualities • Seek the honest opinions of your friends or superiors
• Learn by studying the causes for the success and failures of others
• Develop a genuine interest in people
• Master the art of effective writing and speech
• Have a definite plan to achieve your goal
Be Technically And Tactically Proficient
Teach the basics, then teach them again. A person who knows their job thoroughly and possesses a wide field of knowledge. Before you can lead, you must be able to do the job. Tactical and technical competence can be learned from books and from on the job training. To develop this leadership principle of being technically and tactically proficient, you should: • Know what is expected of you then expend time and energy on becoming proficient at those things
• Form an attitude early on of seeking to learn more than is necessary
• Observe and study the actions of capable leaders
• Spend time with those people who are recognized as technically and tactically proficient at those things
• Prepare yourself for the job of the leader at the next higher rank
• Seek feedback from superiors, peers and subordinates
Know Your People And Look Out For Their Welfare
Good ideas have no rank. This is one of the most important of the leadership principles. A leader must make a conscientious effort to observe his subordinates and how they react to different situations. A member who is nervous and lacks self-confidence should never be put in a situation where an important decision must be made. This knowledge will enable you as the leader to determine when close supervision is required.
To put this principle in to practice successfully you should:
• Put your subordinate's welfare before you own
• Be approachable - Encourage individual development
• Know your unit’s mental attitude; keep in touch with their thoughts
• Ensure fair and equal distribution of rewards
• Provide sufficient recreational time and insist on participation
Keep Your Personnel Informed
Leadership is not a thing; it is a relationship, a responsibility. Members of our group, by nature, are inquisitive. To promote efficiency and morale, a leader should inform the subordinates in his unit of all happenings and give reasons why things are to be done. This is accomplished only if time and security permits. Informing your subordinates of the situation makes them feel that they are a part of the team and not just a cog in a wheel. Informed warfighters perform better.
The key to giving out information is to be sure that your members have enough information to do their job intelligently and to inspire their initiative, enthusiasm, loyalty, and convictions.
Techniques to apply this principle are: • Whenever possible, explain why tasks must be done and the plan to accomplish a task
• Be alert to detect the spread of rumors. Stop rumors by replacing them with the truth
• Build morale and espirit de corps by publicizing information concerning successes of your unit
• Keep your unit informed about current legislation and regulations affecting their pay, promotion, privileges, and other benefits
Set The Example
The best leaders are able to show, when appropriate, both confidence and humility. The best leaders are able to show, when appropriate, both confidence and humility. A leader who shows professional competence, courage and integrity sets high personal standards for himself before he can rightfully demand it from others. Your appearance, attitude, physical fitness and personal example are all on display daily for the members in your unit. Remember, your subordinates reflect your image!
Techniques for setting the example are to:
• Show your subordinates that you are willing to do the same things you ask them to do
• Maintain an optimistic outlook
• Conduct yourself so that your personal habits are not open to criticism
• Avoid showing favoritism to any subordinate
• Delegate authority and avoid over supervision, in order to develop leadership among subordinates
• Leadership is taught by example
Ensure That The Task Is Understood, Supervised, and Accomplished
Take care of the little things and the big things will take care of themselves. Leaders must give clear, concise orders that cannot be misunderstood, and then by close supervision, ensure that these orders are properly executed. Before you can expect your men to perform, they must know what is expected of them.
The most important part of this principle is the accomplishment of the mission.
In order to develop this principle you should:
• Issue every order as if it were your own • Use the established chain of command
• Encourage subordinates to ask questions concerning any point in your orders or directives they do not understand
• Question subordinates to determine if there is any doubt or misunderstanding in regard to the task to be accomplished
• Supervise the execution of your orders
• Exercise care and thought in supervision; over supervision will hurt initiative and create resentment, while under supervision will not get the job done
Train Your Members As A Team
A core function of every organization is to develop leaders. Teamwork is the key to successful operations. Teamwork is essential from the smallest unit to the entire branch. As a leader, you must insist on teamwork from your subordinates. Train, play and operate as a team. Be sure that each member knows his/her position and responsibilities within the team framework.
To develop the techniques of this principle you should:
• Stay sharp by continuously studying and training
• Encourage unit participation in recreational and military events
• Do not publicly blame an individual for the team’s failure or praise just an individual for the team’s success
• Ensure that training is meaningful, and that the purpose is clear to all members of the command
• Train your team based on realistic conditions
• Insist that every person understands the functions of the other members of the team and the function of the team as part of the unit
Make Sound And Timely Decisions
There is nothing more important than accomplishing the mission except for taking care of your people. The leader must be able to rapidly estimate a situation and make a sound decision based on that estimation. Hesitation or a reluctance to make a decision leads subordinates to lose confidence in your abilities as a leader. Loss of confidence in turn creates confusion and hesitation within the unit.
Techniques to develop this principle include:
• Developing a logical and orderly thought process by practicing objective estimates of the situation
• When time and situation permit planning for every possible event that can reasonably be foreseen
• Considering the advice and suggestions of your subordinates before making decisions
• Considering the effects of your decisions on all members of your unit
Develop A Sense Of Responsibility Among Your Subordinates
Take frequent moments to acknowledge and recognize the sacrifices your service members and families are making. Another way to show your subordinates you are interested in their welfare is to give them the opportunity for professional development. Assigning tasks and delegating authority promotes mutual confidence and respect between leader and subordinates. It also encourages subordinates to exercise initiative and to give wholehearted cooperation in accomplishment of unit tasks. When you properly delegate authority, you demonstrate faith in your subordinates and increase authority, and increase their desire for greater responsibilities.
To develop this principle you should:
• Operate through the chain of command
• Provide clear, well thought out directions
• Give your subordinates frequent opportunities to perform duties normally performed by senior personnel
• Be quick to recognize your subordinates’ accomplishments when they demonstrate initiative and resourcefulness
• Correct errors in judgment and initiative in a way, which will encourage the individual to try harder
• Give advice and assistance freely when your subordinates request it
• Resist the urge to micro manage
• Be prompt and fair in backing subordinates
• Accept responsibility willingly and insist that your subordinates live by the same standard
Employ Your Command Within its Capabilities
Everything takes 8 times as long as you think it will. A leader must have a thorough knowledge of the tactical and technical capabilities of the command. Successful completion of a task depends upon how well you know your unit’s capabilities. If the task assigned is one that your unit has not been trained to do, failure is very likely to occur. Failures lower your unit’s morale and self esteem. Seek out challenging tasks for your unit, but be sure that your unit is prepared for and has the ability to successfully complete the mission.
Techniques for development of this principle are to:
• Avoid volunteering your unit for tasks that are beyond their capabilities
• Be sure that tasks assigned to subordinates are reasonable
• Assign tasks equally among your subordinates
• Use the full capabilities of your unit before requesting assistance
Seek Responsibilities And Take Responsibility
Never let the sun go down on a subordinates pay problem. For professional development, you must actively seek out challenging assignments. You must use initiative and sound judgment when trying to accomplish jobs that are required by your grade. Seeking responsibilities also means that you take responsibility for your actions. Regardless of the actions of your subordinates, the responsibility for decisions and their application falls on you.
Techniques in developing this principle are to: • Learn the duties of your immediate senior, and be prepared to accept the responsibilities of these duties
• Seek a variety of leadership positions that will give you experience in accepting responsibility in different fields
• Take every opportunity that offers increased responsibility
• Perform every task, no matter whether it is top secret or seemingly trivial, to the best of your ability
• Stand up for what you think is right. Have courage in your convictions
• Carefully evaluate a subordinate’s failure before taking action against that subordinate
• In the absence of orders, take the initiative to perform the actions you believe your senior would direct you to perform if present