The Prevailing Leadership View of Leadership in the USA:
One of the key elements to any successful organization is the people in positions of leadership. A survey among Fortune 500 companies revealed some interesting things about people who had been placed in leadership positions. It was discovered that all of the surveyed managers initially possessed the same basic abilities. What was revealing was that those who did not make it to the top rung of the ladder were considered insensitive, aloof, and arrogant by others. It is strange in light of this fact that most companies today still consider front line workers as mindless drones, a disposable resource, and it is not uncommon for the turnover rate to be 100% or higher in many stores, hotels, and restaurants. Such rates makes team building almost impossible to achieve.
A New Trend of Enlightenment in Management:
Successful leadership is now beginning to recognize that the employee is the most valuable asset they have. Without motivated employees the product or service they have to offer is not going to be very successful in the marketplace. Recent surveys reveal that pay is not the most important thing in "job satisfaction." Personal satisfaction, feeling appreciated, and a feeling of doing something worth while all out rank pay as the reason employees stay in their present job.
An example of the new outlook of a company toward it's troops would be that of Canada's Cadet Uniform Service. Cadet's executives have successfully addressed the problems of employee turnover. Cadet's annual growth for the last 20 years has averaged 22% per year. The customer defection rate is less than 1%. The employee turnover rate is now at 7%. A spokesman for Cadet said that: "The jobs we do aren't so special. The pay is good, but it's not great. The main thing we have to sell to employees is the culture of the organization."
Hal Rosenbluth, co-author of The Customer Comes Second and Other Secrets of Exceptional Service argues that anyone in a leadership position must constantly strive to find and solve morale problems among employees. He believes that if the company leadership puts the employee first it will not have to worry about the customer. Employees should have the feeling that the company is doing something for them. The company, in order to build loyalty, must make the employee know that they are cared for, are being trained, educated, and that their skills will be better after they leave the company. They are less likely to leave than if they feel that they are being held back.
A Clear Message to the Guard
In many ways there is a definite advantage in belonging to an all voluntary service. Everyone who joins wants to be there -- at least initially. Our ranks are filled by those who have had Federal or National Guard service or they have had close ties to the military forces with other family members. A quick look at our assets:
1. We are staffed by people who are patriotic and want to express or demonstrate that patriotism through service to the state or community.
2. We are staffed by people who want to be part of a military organization. They like to wear a military uniform. They like the camaraderie, the discipline, and the feeling of order.
3. We are staffed, for the most part, by people who wish to show gratitude for the freedom and liberty that we enjoy as Americans.
4. The basic ingredients are present to make this the greatest conceivable organization of it's kind.
Why Our Troops Leave the Service
It is impossible to speak for all who leave the service but here are a few considerations. We do not have the hold on our soldiers, neither officers nor enlisted, that the Federal Service or National Guard have on their members. We cannot order participation in events, training, and activities and expect that the order alone will result in compliance. However, that fact alone does not make the organization ineffective as a military force. The non-participation in an activity, or with a request, may have valid reasons:
1. The soldier has prior work or family commitments. Missing for this reason is understandable since they are not paid for the duty.
2. The soldier feels that they were not properly trained for the task they were being asked to perform.
3. The soldier feels that the leadership or planning is not adequate for the mission ('We don't ever do anything. We just stand around and waste our time.')
4. The soldier feels betrayed by his superiors because of favoritism. They do the same work, duty, or activity as others, and they see others rewarded or promoted while they are not.
5. The soldier feels that the regulations are applied unfairly or unevenly in terms of promotions.
6. The soldier feels punished for not doing what he/she cannot afford to do because of work, family, or financial concerns.
Consider a few anecdotes I have heard about some of our officers:
--- one refused to give a medal to one of his troops because it was awarded without his knowledge. Both he and one of his troops had been honored and he refused to recognize it. Power is not in the ability to withhold but to bestow honor.
--- one required some in his command to do "extra" requirements for promotions. And the goal kept receding for those whom he did not like.
--- one refused to follow the Annual Training Schedule published by HQ because he thought it was not adequate, and told his troops about it. (What does that say to his troops of his opinion of HQ?)
--- one refused to do Morning Reports as required because he felt that no one even read them.
--- one refused to put any of his troops in for awards because he did not get what he felt he deserved.
--- one would publicly embarrass troops for not knowing what they had not been trained for. Who consistently "dressed down" troops in public for their appearance (that is not even done in the Army anymore.)
Those who leave usually leave because of a feeling of dissatisfaction or discouragement. They leave because they feel that the organization did not fulfill their basic need, desires, or the expectations sought when they joined. We need to find a way to keep the original fire they have lighted. Perhaps there are reasons in our actions which drive some off.
What do the Volunteer Troops Want?
I have seen a great deal of improvement in the State Guard in the last three years in both its organization and leadership (before that I was out in the boonies and didn't see much of anything).
1. The emphasis on training has improved -- and thus training has improved greatly.
2. Cooperation and communication have improved.
3. Paper work has been improved, simplified, and reduced.
I think it is safe to assume that all volunteers in a military organization want and expect:
1. Military training which is appropriate to the mission and specifically for the duty and responsibility they hold.
2. Military discipline which is fair, even handed, and "by the book."
3. To both give and receive loyalty up and down the chain of command.
4. Recognition and rewards when they are deserved.
What Kind of Leaders Do Volunteers Deserve to Have?
Our troops are all volunteers to an organization which has a valid mission and they usually volunteer for valid, noble, and legitimate reasons! What should they be able to expect from the leaders of an organization to which they give their time, and in many cases, a considerable amount of money?
WORDS AND BEHAVIOR: Officers should always;
A. Praise subordinates for hard work and faithfulness. As the superior officer you have the opportunity, authority, and duty to praise those who serve under your command when they act in a praiseworthy manner. The key to success in command is giving praise and guidance to others.
B. Commend and reward praiseworthy action in subordinates. It is a complement to you as well when someone under your command is worthy of a reward. You should rejoice when your subordinates are recognized by others. Petty jealousy or resentment at the good fortune of others is unbecoming in an officer. It may be tough to reward people for hard work and faithfulness if you do not particularly like them -- but you must treat them fairly. If they are good at their jobs, do their duty, and are a credit to the unit -- reward them. Reward their action, not their personality. Remember, the demonstration of power and authority is in giving rewards not in withholding them.
C. Avoid vulgarity and profanity. The use of such language in the presence of seniors or subordinates leads to a loss of respect. Foul language and lewd jokes are not a sign of good breeding and good manners. You should set the tone of moral, as well as military, leadership.
The three basic things which have the most "social" impact, and which should serve as starting points for building trust among subordinates are: following the chain of command, avoiding gossip, and developing true comradeship.
CHAIN OF COMMAND: In giving orders, or requesting permission, the jumping of an echelon of command is to he avoided at all times. This holds true whether the information or request is being passed up or down the chain of command. This is a sign of disrespect for the person being skipped. You cannot expect subordinates to follow the chain of command if they observe you going outside of the chain of command yourself.
GOSSIP: Avoid being known as a "gossip". Do not strive to be an information merchant. You should be frank and honest in, and about, your communication. It is appropriate to use "I am not at liberty to say," or "I don't know" to requests for information which should be passed along by senior officers. Don't tear the organization down with gossip or rumors!
COMRADESHIP: One should take every opportunity to "socialize" with other members of the service in both formal and informal settings such as at a Dining-in, Stand-to, or at family picnics.
These acts and qualities are simply those traits and acts which are thought necessary to make one a lady or a gentleman. They are the same qualities and traits which make good officers.
Since we are a totally voluntary organization we must teach and lead by the use of the best methods available to business and industry. We must learn to use the interest and motivation of the individual soldier to teach them the things necessary to accomplish the mission of the State Guard. There are two books which I think are essential to anyone wishing to teach, lead, or manage others. They are The One Minute Manager and Leadership and the One Minute Manager. The principles in these books apply to any situation whether it is business, industry, education, or the military.
Leadership and the One Minute Manager outlines four leadership styles which can be used effectively to reach people with different levels of knowledge and motivation. These styles and their appeal are as follows:
Style 1: DIRECTING
THE LEADER PROVIDES SPECIFIC INSTRUCTION AND CLOSELY SUPERVISES TASK ACCOMPLISHMENT.
Style 2: COACHING
THE LEADER CONTINUES TO DIRECT AND CLOSELY SUPERVISE TASK ACCOMPLISHMENT, BUT ALSO EXPLAINS DECISIONS, SOLICITS SUGGESTIONS, AND SUPPORTS PROGRESS.
Style 3: SUPPORTING
THE LEADER FACILITATES AND SUPPORTS SUBORDINATES' EFFORTS TOWARD TASK ACCOMPLISHMENT AND SHARES RESPONSIBILITY FOR DECISION MAKING WITH THEM.
Style 4: DELEGATING
THE LEADER TURNS OVER RESPONSIBILITY FOR DECISION-MAKING AND PROBLEM-SOLVING TO SUBORDINATES.
These leadership styles are very different yet each can be effective with the right target audience. In fact, what will work with one group might not work with another. Leadership and the One Minute Manager also points out that "there is nothing so unequal as the equal treatment of unequals." We must get across the idea that the performance of our troops does make a difference. People loose their interest and commitment only after they realize that their performance doesn't make a difference.
Discipline: In an effort to ensure that people can know that their performance does make a difference leadership should work to ensure discipline and morale. LTC Lawrence P. Crocker, USA (Ret.), lists two things which are essential for discipline in a military organization. First, the leader must be careful that orders are militarily correct and capable of execution by subordinates. Secondly, the leader must ensure by observation that orders are meticulously complied with by each individual.
One of the most difficult things for an officer to do, especially in an organization consisting of volunteers, is to exercise discipline. There are certain things which an officer can and must do if he/she is to maintain order and unit cohesion. It is the duty and responsibility of the commander to insure that discipline is maintained within the unit. That is a part of leadership. Some people may still think of discipline as the old fashion formation where the commander rants and raves for about an hour. I am happy to announce that this concept is now dead and gone in most places. It was ineffective in the past and is now a dangerous practice for many reasons.
This is an over simplification of a valid management theory but "it only takes a minute" to give someone praise or a reprimand. If it takes longer than that there is probably something wrong with the "Boss." A careful reading of Putting the One Minute Manager to Work should help solve this problem. The argument of that book is that it should take only a minute to get your point across.
The following is a summary of the section dealing with discipline in FM 22-100 (pp. 151-156). As is pointed out in FM 22-100, discipline exists in a unit when the unit is functioning in an orderly, controlled, and dependable way. The forces which drive a disciplined unit come from within that unit. Discipline is based on the character of the leaders and the individual troops. Such a unit deeply values self-discipline. The surest way to develop such a unit is by TRAINING. A leader should be guided by the following principles in order to insure discipline:
1. Ensure that norms which contribute to discipline are established and strengthened. Stress the fact that you must operate on truthfulness and candor. Inform subordinates of the fact that evaluations will be lowered if there is a failure to inform you candidly of a problem which affects unit discipline and cohesion.
2. Set high, yet realistic, standards in all things that relate to the success of your units training. Make sure that these standards are communicated clearly to each individual member.
Morale: While Dwight D. Eisenhower served with Douglas MacArthur shortly before World War II he was asked to analyze the possibility of, and the requirements for, the Philippines in building an effective defense force. Eisenhower wrote of the importance of morale in his report to President Quezon:
Morale is born of loyalty, patriotism, discipline, and efficiency, all of which breed confidence in self and in comrades. Most of all morale is promoted by unity -- unity in service to the country and in the determination to attain the objective of national security. Morale is at one and the same time the strongest, and the most delicate of growths. It withstands shocks, even disasters of the battlefield, but can be destroyed utterly by favoritism, neglect, or injustice. To foster a proper morale in the Army is an undertaking worthy of incessant effort of His Excellency himself.
High morale is the surest way to guarantee that troops will carry on their duties even when "leadership" breaks down. Units with high morale know that they are trusted to do their jobs and will be supported for doing so -- even if mistakes are made while doing so without supervision. Every soldier needs to know that he is allowed a "margin of error" in fulfilling his duties as long as the infractions made are minor ones. Morale consists of:
1. A sustained training program in which every member of his unit knows his job and his place within the organization -- and its importance.
2. The troops must know that the unit as a whole, and each individual within it, will be treated with fairness and objectivity regardless of their role or rank.
Officers who have reached the senior levels of leadership have a greater role as a "Moral Arbiter" and as a "Mentor" to younger officers and enlisted personnel than they do as technical experts. Their primary function is to provide overall guidance to the subordinate unit commanders below them. Schools and other educational programs should set the foundations for all officers, but the real skills come from experience. It is the fundamental job of the senior level commanders to mold those skills of habit in junior level officers by monitoring them in those job skills necessary to achieve higher levels of performance.
The senior level officers must know something about human personality, philosophy, and educational methods if he hopes to properly mold "character" in his troops. For example, younger officers must be taught that when one takes an oath to do the "duty" of his commission that duty carries a moral obligation, and the non-performance of that duty is a reflection of a character flaw. Obedience to lawful orders is part of that obligation just as telling the truth on reports and getting them done on time is a part of that duty.
Meetings: A note about the unavoidable activity called "meetings." As a leader in the State Guard you will spend a considerable amount of time in meetings. A good leader must learn how to conduct an effective meeting. Meetings can serve a very useful purpose and should be used, if used effectively. Lt. General Edward M. Flanagan, Jr., USA (Ret.), expanded on that theme with a check list of principles a leader should adhere to in order to insure having an effective meeting. They are as follows:
1. Write an agenda, with staff input, and stick to it.
2. Have a recorder to write up the minutes.
3. Limit comments by a clear requirement to stick to the subject.
4. Forbid smoking.
5. Start and end the meeting at the announced time. The CO must be on time. That requirement derives from courtesy, but it also saves valuable time.
Meetings, in short, should only be held when there is a clear exchange of ideas or information and from which action can be taken.
Leadership and Change: Finding a Starting Point
Most of those who make up our present leadership are excellent people who have had prior military service. They either served as an officer or NCO, or have some sort of supervisory or management jobs in civilian life. Since that is the case they have a great deal to offer in the way of experience. However, everyone assuming a position in a new organization should, to a certain extent, start fresh and be open to the possibility of learning new and better, or more appropriate ways to do things in the new context.
It is essential to successful leadership that one learn the ways of the new organization. The "ways of the organization" include, but are not limited to:
--- Learning the governing laws and regulations of the organization.
--- Learning the people and personalities which have guided the organization to it's present position.
--- Learning the reasons for the present laws and regulations and the present position of the organization.
--- Learning to be inventive in suggesting ways of improving the organization while living within the rules of the organization.
One would expect that the State Guard will be made up of the typical profile of society. In almost any society there will be about ten percent (10%) who are exceptionally hard working, about sixty percent (60%) who will fall in to the average category, and about ten percent (10%) who will fall into the poor achiever category with another twenty percent (20%) who can be molded into the average or low end of the scale. This will probably be the ratio in which the State Guard receives them. Most people who are willing to belong to a volunteer service will also be willing to follow the rules and regulations of that organization. They just need to be taught what, how, when, and where, However, there are a few people who have no intention of being under authority and must be disciplined before they ruin the morale of the unit as a whole. If they cannot be brought "into the fold" and show a willingness to follow the rules they must be discharged for the good of the whole unit.
The key to ensuring the success of our organization is to TRAIN FOR THE MISSION! That phrase should be emblazoned on the minds of all officers and NCO'S. It is the surest way to success in a military organization.
ESSENTIAL READING:
FM 22-101 Military Leadership
FM 22-103 Leadership and Command at Senior Levels
RECOMMENDED READING:
Adler, Mortimer. Six Great Ideas and How to Speak, How to Listen.
Aristole. The Nicomachean Ethics.
Blanchard, Kenneth, Johnson, Spencer. The One Minute Manager.
Blanchard, Kenneth, Zigarmi, Patricia, and Zigarmi, Drea. Leadership and the One Minute Manager
Blanchard, Kenneth, and Lorber, Robert. Putting the One Minute to Work.
Abraham Lincoln: Selected speeches.
-- Young Men's Lyceum Speech, Springfield, 1838.
-- A House Divided, Springfield, 1858.
-- Gettysburg Address, 1863
-- Second Inaugural, 1865
LTC Wayne Bounds, G-S Texas State Guard, provided numerous references for the foregoing article. These are available upon request: SGAUS, P. O. Box 206, Lothian, MD 20711.