Leadership

 There's been a lot of talk about leadership of late; I see it on my twitter feed, in Facebook and in the news.  Good leadership seems to have taken a backseat to the terrible examples of bad leadership.   I thought I'd chime in with a few of my own observations.  I've been the minion, and in middle management, but I've also worked with the military long enough to have a pretty good perspective of leaders of all ranks, ages, sexes, makes and models.  

There are so many books that talk about leadership, what good leadership looks and acts like.  Yet, there are still many who do not get it.  Recent examples include an Army Sergeant Major getting the axe for "unprofessionalism"and just yesterday an Appeals Judge was nailed for creating a toxic work environment.  

One would think that the military would be a good place to create good leaders.  You could be forgiven for thinking that, but alas, it's not true.  The military creates terrible leaders, just the same as the civilian side of the workforce does.  As I'm a historian, let's take a look at some examples of leadership and see where this goes.  Hang on, could get bumpy. 

From the personal papers collection of Major General Paul Fontana, we find this gem.  While titled, "In a Nutshell," it really should be titled "Some Basic Leadership Skills."  Broken into three parts (Six Ways to Make People Like You, Twelve Ways of Winning People to You[sic] Way of Thinking and Nine Ways to Change People Without Giving Offense or Arousing Resentment" it really is sound advice for leaders.  

Thinking as an employee for a moment, I think of those I've had in leadership positions above me and how this was (or wasn't used).  Part 3, Rule 4 is the first one I learned.  I learned it from Paul and Christine Grisamore, owners of Grisamore Farms -- my first job.  I was never told what to do, rather asked to help, or to perform some task.  No matter what it was, it was always in the form of a question.  When I was in a leadership position, I tried to use this always when needing someone to do something (I wasn't always able, but I tried).  

Part 3, Rule 1: Begin with praise and honest appreciation.  When this is absent, respect goes right out the window.  Resentment fills in the void.  The lack of appreciation from your higher-ups is a sure fire way to turn a good employee into a free-loader.   This also goes hand-in-hand with the mantra "Praise in public, correct in private."  

Part 2, Rule 8: Try honestly to see things from the other person's point of view.  This is another form of respect; again, when omitted turns the person against you, and often will turn them into a non-communicator.  Why would they want to tell you anything if you're not even going to consider their point of view?  You don't have to agree with them in the end, but listen--honestly listen and try to understand where they are coming from.

Part 2, Rule 3:  If you are wrong, admit it quickly and emphatically.  This is huge!  The inability to (first) recognize you're wrong and (second) admit that you're wrong, is sheer and simple arrogance.  Your people will run from you quickly if you refuse to take this principle to heart.

 All parts and rules from Gen Fontana's list are applicable and wise for leaders to embrace.  I freely admit I was not aware of this list when I was in a leadership position, and could have used it.  I still have a great deal to learn.

So what about leadership lessons from two of the great leaders of the Corps? Lejeune? Butler?  Why not.  I created a presentation on their leadership stylings and it has been postponed, so why not tell you a little about what I picked up.

 

After years of studying these two and the history of the Corps, it's clear that Lejeune is the 'thinking' leader and Butler is the 'doing' leader.

During his career, Lejeune was assigned to a variety of posts and stations and encountered from many senior enlisted Marines--one such Marine was Sergeant Major John Quick.  By the time the two served together, Quick had already served 22 years, and Lejeune only a few more; however, Lejeune still took notice of Quick's interactions with his men. 

"A calm, forceful, intelligent, loyal and courageous man he was.  I never knew him to raise his voice, or use profane language, and yet he executed and obtained prompt and explicit obedience from all persons subject to his orders."  Maybe SgtMaj Quick had a list similar to that of Gen Fontana?

Butler, on the other hand, learned leadership under fire.  Butler's first duty as a Marine officer (a green one, and very young at that) was in the midst of the Spanish-American War, in Cuba.  His company commander was a 54 year old Captain Mancil Clay Goodrell, a veteran of the Civil War and a Marine for more than 20 years.  Goodrell took the young officer under his wing.  While no actual skirmishes or combat took place while Butler was in Cuba, he was occasionally subjected to sniper fire.  Demonstrating initiative, Butler asked Goodrell if he could join the Captain on his nightly inspections.  The request was approved.  During one of these nightly inspections, Goodrell strode ahead of Butler across open fields, seemingly indifferent to potential dangers.  Snipers began to fire at the two men.  Butler splayed himself on the ground, while Goodrell remained standing. 

"What the hell is the matter?" he snorted.  Goodrell demonstrated courage under fire and Butler soaked it up!  Years later, Butler noted that "whatever luck or skill I've had in the soldiering business I attribute to the teaching and example of that splendid officer."

Learning by example goes both ways--you can learn traits from good leaders, and as a leader, you must remember that others are watching and learning from your example--good or bad!

There are many traits of good leaders.  A great book one should pick up is The Servant Way: Leadership Principles from John A. Lejeune by Maurice Buford (or as I know him Chaplain Buford).  It really is quite fantastic.  Servant Leadership comes from Robert Greenleaf in the 1970s and much of what you see in Gen Fontana's list, is incorporated in the 10 Principles of Servant Leadership.

Regrettably, leadership courses aren't offered as a standard education; often it's left to on the job training, which doesn't always yield the best results.  In the Federal hiring system, newly minted leaders (supervisors, managers, directors, anyone with subordinates) are not required to attend leadership 101 courses, or "how to manage civilians" course.  I know, because I wasn't.  I also know that those who are hired into civilian positions are often former and retired military, and just because they wore the uniform does not mean they know anything about being a supervisor, especially a supervisor of civilians.  

Further, those in uniform, in leadership positions, may not have the skills needed to lead outside of combat.  Today's military is more than just "motivate them to fight."  One must also learn to manage, inspire, encourage, and build up your subordinates without screaming, belittling, disrespecting or creating a toxic environment.  However, these (thinking of the Sergeant Major mentioned at the front of this) folks often learned by example--they were screamed at, cussed out, threatened and disrespected and therefore think that is the proper way to motivate. 

Are there examples of positive leaders in your life? What did they do that really impacted you positively and drove you to do more than the bare minimum? I'd love to hear!