Tag Archives: Leadership

Mar 13 2013
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Marine Leadership

Marine Corps. Leadership: Keep Your People Informed

Caring is sharing, especially when its information.

Caring is sharing, especially when it’s information.

“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw

If your parents were anything like mine, you were taught to answer the question “why” with the ever frustrating phrase, “because I said so.” As we aged other leaders, while using different words, have solidified this same approach. In fact, most leaders look at their team the way Tennyson described the Light Brigade, “…Theirs not to reason why, Theirs but to do and die…”

However, the WHY matters, especially to the Y generation.

It needs to be said, not everyone is going to support the why, and that is OK. Every good follower knows to discuss all you want behind close doors, but display a unified front in public. If a team member doesn’t get that principle as a follower, them asking “why” is not the real problem.

“Why” isn’t an adolescent inquiry asking the leader to prove or justify their position, although it can be just that at times, more often it is a search of how certain tasks, goals, or objectives fit into the bigger picture. When a team member asks “why,” it is possible that a  disconnect between the vision and current actions has occurred for them. If we are staying true to our vision, answering the why should not be a problem.

Keeping team members informed is a part of leadership!

Here are 3 actions to help your communication with your team:

1. Be proactive – If you as a leader can communicate how current actions are accomplishing the stated vision before team members can ask why, you will minimize the occurrence of others asking, “why are we doing this?”

2. Build trust – There will be times when you can’t explain why. Garnered trust and respect allows a leader to sincerely explain that they can’t give the why.

3. Beware of rumors – When we allow rumors to exist within our teams and organizations, we are allowing someone or something else to lead. Rumors dilute vision and mission.

What other actions help team communication?

Why do you believe leaders struggle with others asking “why”?

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Mar 11 2013
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Marine Leadership

Marine Corps. Leadership: Know Your People and Look Out For Their Welfare

Effectively utilizing a team is like putting together a puzzle. Each pieces has a proper place.

Effectively utilizing a team is like putting together a puzzle. Each pieces has a proper place.

“Patriotism is easy to understand in America. It means looking out for yourself by looking out for your country.” – Calvin Coolidge

In any position of leadership, success is dependent on the team. Teams can only rise to the level of their leadership. This does not happen automatically, but rather with intentional investment from the leader.

An effective team is diverse, this is where leading a team can become overwhelming. Leaders must observe each team member, identifying their strengths, weaknesses, and comfort zones. We must use this information to effectively assign tasks, responsibilities, and exercises for growth. If we can accomplish this responsibility, those we lead will experience success individually and as a team.

Knowing each of our team members is only the start of the process.

As our team develops we must make sure we:

1. Know their morale: If the morale of your team is low, getting it back up must be a priority. Morale is connected with momentum. If morale is low, expect momentum to be minimal.  Improved morale must come before increased momentum.

2. Celebrate their success: We must not let success go unnoticed. What gets celebrated gets repeated. If we want our team to continue in its development, we must make sure we celebrate the success of the team as well as the success of the individual.

3. Cultivate honesty: We must create an environment that removes the fear of owning up to a lacking or wrong doing, while maintaining the integrity of proper consequences. As leaders, our responses must be controlled, and our judgments must be just.

4. Encourage self-improvement: As stated earlier, what gets celebrated gets repeated. Utilize incentive programs for self-improvement. Also, develop accountability into the process. As the saying goes, “people do what you inspect, not what you expect.”

What else would you add?

What would you consider to be the most difficult part of leading a team?

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Mar 08 2013
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Marine Leadership

Marine Corps. Leadership: Be Technically and Tactically Proficient

Successful leaders find ways to be effective and efficient.

Leaders find multiple streams of resources for growth

Unless you try to do something beyond what you have already mastered, you will never grow. – Ralph Waldo Emerson

Leadership is a full time position, not a full time job. Which leads us to the second principle, if we are going to have time to accomplish our tasks and lead well, we must be technically and tactically proficient.

This principle is dependent on knowing ourselves and seeking self-improvement.  If we do not know ourselves, and if we are not seeking self improvement, it is impossible for us to be technically and tactically proficient in the areas of our strengths. However, if we are willing and able to take an honest look at ourselves, put in the effort of self-improvement, we can manage our weaknesses, and become technically and tactically proficient. 

**Note: As John Maxwell, and many others have said, do not spend time trying to make a weakness a strength, it won’t happen. We must manage our weaknesses so they are not a hindrance, then focus on our strengths to make them stronger.

There are two ways of becoming technically and tactically proficient:

1. Immerse yourself in the right resources: Living in the information age has made getting resources easier than ever. There are books, magazines, e-books, online magazines, blogs, vlogs, podcasts, video conferences, you can even borrow an e-book from your library! Making reading, listing, and/or watching a daily habit. Think of it this way, if you know only what you need to know, you don’t know enough.

These are just a few of the many resources available on the web. 

Fliboard (app)
Zite (app)
Pocket (app)
Google Books
TED talks
Audible (audio books)

2. Surround yourself with the right people: It has been said, “act like where you want to be.” This isn’t a fake it until you make it scenario, rather the idea is to surround yourself with others who are where you want to be. Keep in mind, this isn’t growth through osmosis, this growth must be intentional.

When you’re around other leaders:

– Study their success by asking open ended questions.
– Identify what daily tasks and habits make them successful.
– Ask about the resources that are/were most beneficial to them.
– Shadow them, observe their interactions and execution of responsibilities.

What resources (books, podcasts, blogs, apps) have been most beneficial to you?

What are some ways you learn from others around you?

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Mar 06 2013
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Marine Leadership

Marine Corps. Leadership: Know Yourself and Seek Self Improvement

We all need improvement, just not in the same areas.

We all need improvement, just not in the same areas.

“People are anxious to improve their circumstances but are unwilling to improve themselves; they therefore remain bound.” – James Allen

Growth, effective growth, does not happen on accident. It is intentional, purposeful, and it is constant.

The first part of the principle is to know yourself…

Our post-imagination determines our growth, or lack there of. When we look at the past with tinted glasses we miss what really was, and thus we miss out on the true picture, the true lessons of what we could have learned about ourselves. In order to know ourselves we must be willing to look back with an unbiased perspective so that we can see where we need improvement.

Compare your past actions with the 14 traits. Which ones have you done well to emulate, which ones are lacking from your core values?  Where would your superiors, peers, and directs say you need more effort? 

The second part of the principle is to seek self improvement. 

As stated earlier growth, self-improvement, must be:

  • Intentional: Growth happens, just like our bodies grow without much effort; however, significant growth, growth we would call strength, must happen intentionally. We must have a plan for growth, and we must have the discipline to follow through with that plan.
  • Purposeful: If I want to get faster, I don’t work out my chest. If I want to be better at chess, I don’t study checkers. When we have an area or a trait that we want to grow, we must make sure our plan for growth effects that area.
  • Constant: Physically speaking, our bodies are either growing or they are dying. There is no stage of maintaining. And while the rate of decay may not be as fast as the rate of growth, attrition does happen. If we are going to stay on top and be the leaders we need to be, we must be constantly investing in our growth.

What would you add to the list?

At what trait do you excel? Which trait needs more work?

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Mar 05 2013
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Marine Leadership

Marine Corps Leadership: 14 Traits pt. 2

Semper Fidelis

Semper Fidelis

“Leadership is intangible, hard to measure, and difficult to describe.  Its 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

In Marine Corps Leadership: 14 Traits pt. 1 we covered why it was beneficial for leaders, or would be leaders, to study leadership traits and principles, as well as the first seven traits of Marine Corps. leadership. In this post we will be finishing up the 14 traits with traits eight through 14.

Marine Corps. 14 Leadership Traits (8-14):

Enthusiasm – Enthusiasm indicates buy-in. If a leader’s enthusiasm is low, it indicates that his buy-in is also. When leaders aren’t bought in, those around them will not be either.

Bearing – Bearing is presenting your self as you desire to be seen. If you don’t talk like a leader, look like a leader, or act like a leader, you will not be treated like a leader.

Unselfishness – Unselfishness is a non-negotiable for a leader. Leaders must be willing to put the team first, even when it means they go last.

Courage – Courage puts the commander’s intent above all else, on and off the battle field. Courage sacrifices all but character.

Knowledge – Knowledge is never fully attained for the leader. The old adage is true, leaders are readers, life long readers.

Loyalty – Loyalty is staying faithful to the cause when it would be easier to change the coarse. Semper Fi

Endurance – Endurance is being able to hold on for one moment more. Leaders go on, when others go home.

The 14 traits of leadership are essential when identifying one’s aptitude of leadership. What’s more, they are essential for identifying other leaders. Real leaders know that they must reproduce other leaders in order for real success to occur.

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