Leadership—especially military command, with its inherent authority, awesome responsibility, and accountability—is daunting. How do leaders demonstrate humility and build trust? Focusing on “practical leadership” enables leaders to succeed.
A first step is to set a command culture backed by an executable philosophy that perpetually guides the leader and their team(s). The Navy’s recipe for addressing major mishaps involves: appropriate accountability, more training, and new policy. While this drill may address the symptoms, it does not get at the cause, which may stem from command culture. A philosophy to set a command culture could be based on leadership, professionalism, and respect. Leadership requires selfless focus; professionalism provides a basis for training to a standard of excellence (“brilliance on the basics”); and respect enables appropriate personal conduct.
A second, more difficult step is ensuring all command action is consistent with the philosophy. While this requires discipline by command leaders, here are some ways to prep the battlefield.
- Shortly after arrival to the command, every member of the team sits down with the commanding officer to thoroughly review the command philosophy and its purpose.
- A depiction of the command philosophy is created and posted throughout the command in every space.
- Award and ranking boards use adherence to the command philosophy to distinguish candidates.
- All command leaders act at every turn in accordance with the philosophy.
While all aspects of a command philosophy are important, “leadership” encapsulates them all. Here are some ideas of how to demonstrate key aspects of good leadership.
To my leaders,
Leading requires courage, vigilance, discipline, and commitment—courage to do what needs to be done, vigilance to spot and prevent harm, discipline to maintain consistency, and commitment to the growth of those we lead. But we cannot lead without mutual respect, so start by including all as valuable team members.
Leadership may be defined as motivating, inspiring others to achieve goals. To inspire others: (1) take care of all team members; (2) communicate positively, honestly, and effectively; and (3) always set the right example. Since we can all inspire others by our words and deeds, we can all choose to lead—at any time.
We take care of people when we show them respect and recognize them. Recognition can take many forms, but say “thank you” at the very least. A good leader recognizes members of their team when they do well, but a great leader creates opportunities for individuals so they may then be recognized.
We only can take care of people if we know them, their strengths, and their weaknesses. Getting to know people requires constant communication. The most effective communication is in person; otherwise, use the best technology available.
Leaders need a compelling, inspiring vision that establishes a common purpose. Letting people know “why” we do what we do builds trust and ownership. The team deserves leaders that are decisive and dependable. And while managing expectations is a constant challenge, it’s a key factor in maintaining morale.
If we do not create a safe and free environment, one that fosters inclusiveness and allows people the freedom to take risks and admit mistakes, they will fear failure and endanger others, not own issues, not share ideas, not attempt to innovate, and not grow. Leaders assume the risk, but a culture of excellence, with layers of review/depth, and preparation/training to the highest standards mitigates failure.
Transparency and honesty in our communications, sharing vital information, is empowering. It shows respect and builds a vital aspect of leadership – trust. Sharing our vulnerabilities, active listening, competency, and consistency creates trust. And if we trust people, remove obstacles, eliminate unnecessary stress, and empower individuals with the resources they need to succeed – they will.
Knowing when and where to communicate is the mark of an effective leader. If something must be said, know when/where to say it. Never criticize—coach. How we communicate demonstrates whether we are truly sincere in our caring.
Communication is not inspiring or motivating if it is not positive. A leader sets the tone for the workspace through verbal and non-verbal communication. Enthusiasm is contagious—and so is negativity. Our attitude determines everything. Leadership is work—we can’t always do what we want; it can be uncomfortable.
Being the example means we try to be the best versions of ourselves at all times and constantly strive to be better. And when we make mistakes, we own them. We cannot set the example if we are not accessible and visible to others. Finally, if habitual conduct creates culture, then endeavor to always do the right thing.
Very Respectfully,
CO
*This article solely reflects the views of the author and not the U.S. Navy or any other U.S. Government agency.