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The two overarching responsibilities of small unit leadership: – To achieve the desired outcome
– To look out for the welfare of their people
The three indicators of effective small unit leadership: – Proficiency
– Organizational Discipline
– Morale
REALITIESEverybody wants to be on a good team.
People do what they know.
Defined standards are easier for the leader and the led.
There is authority and then there is power.
The junior must adjust to the senior.
Even good change creates friction.
Everybody wants to be treated with respect.
Your way is not the only way.
Money matters.
In the absence of affirmative leadership, someone else will fill the void.
TRAITSINTEGRITY – Uprightness of character and soundness of moral and ethical principles
COMPETENCE – The synergy of knowledge and judgment necessary to gain the confidence of your seniors, juniors, and peers
DEPENDABILITY – The certainty of the proper performance of tasks and responsibilities
ENERGY – The mental and physical stamina required to accomplish one's responsibilities
OPTIMISM – An inclination to anticipate the best possible outcome
DECISIVENESS – The ability to reach timely decisions and to communicate them in a clear, understandable manner
TACT – The ability to deal directly with others without creating offense
PRESENCE – The ability to garner respect by one's personal conduct, bearing, and appearance
LOYALTY – Faithfulness to the organization, your seniors, and juniors
ANTICIPATORY INITIATIVE – Seeing what has to be done and commencing a course of action, sometimes even before the action is deemed necessary
PRINCIPLESKnow yourself.
Communicate positively and proactively.
Inspect what you expect.
Teach ethical behavior.
Execute a vision/go in a direction.
Be job-focused, not time-focused.
Train your team as a team.
Know the intents/goals two levels up and the operational details two levels down.
Develop a sense of responsibility in your people.
Praise in public, reprimand in private.
OTHER THOUGHTSThe smartest people listen.
As you move up, improve; do not fundamentally change.
Create your own circumstances.
You are going to make mistakes.
Bad news is like dead fish.
Diversity is about respect.
Information is to be shared.
Learn to plan.
Writing skills matter.
Two people cannot be in charge.
Equivalent leaders should help each other.
When a good employee goes bad, the cause may be outside of the workplace.
Most meetings should last less than an hour.
A good guide for behavior is to do nothing that would embarrass your family or organization if your actions were made public.
OTHER ASPECTS OF SMALL UNIT LEADERSHIPUnderstand the relationship between responsibility, accountability, and authority.
If you have the interest, get the authority.
Hire the right person, not the first person.
Have clear expectations of your people.
Be direct, yet tactful, with problem people.
If firing is necessary, focus on behavior, not personality.
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