“I start with the premise
that the function of leadership
is to produce more leaders, not more followers.”
-Ralph Nader
-Ralph Nader
According to various scholars on
leadership, Leadership goes beyond
management. Management involves getting things done using the resources of the
organization, and the formal patterns and rules within the organization.
Leadership, on the other hand, sometimes involves driving through changes and
new initiatives, which may be unpopular in some quarters. It is possible to
identify a range of approaches to leading change in an organization, depending
on the use of authority by the leader, and the amount of freedom given to
subordinates.
As a leader, there are some important traits or characters that I
would like to subscribe to if and when I become a commander. I believe that these traits would help me
in establishing, developing and maintaining a good, healthy and productive
relationship with my staff.
a. Staying calm- It is important to be
calm during critical situations. As a combat officer, I have personally experienced
the importance of being calm during critical periods. A calm leader evokes
confidence as compared to a panicky one. A calm leader leads confidently and
can give clear, concise and accurate instructions to the members of his team or
group. If a leader is calm during critical situations, his subordinates become
confident thereby ensuring success of the mission. Many leaders break down
during challenging situations especially when lives are at stake. Some leaders
cannot make sound decisions or become indecisive when confronted when placed in
dangerous situations. During extra- ordinary times, it is usually the wisdom
born out of experience that enables the leader to make sound decisions.
b. Being visible- Being visible to my
TEAMates or to the members of the team is a good way of making them feel that I
am a part of the team and that I share the difficulties or hardships that they
face. In the military and in any organization, it is very important to set the example first before expecting
the members of the team to do what you want them to do. Visibility will allow me to have a good interaction with the team
thereby allowing me to ‘teach them’,
‘show them’ and ‘let them’ do what I would like them to do- based on our
mission. It will allow me to gain insights about the team, about the mission
and about the people working with and for me. Sometimes, people tend to keep
their ideas to themselves unless they feel confident to share it with their
leader or unless they are sure that the leader deserves to know what their
thoughts are. By being visible to the team, I will get the chance to show I
care for them as much as care for the entire team. It will give me more
opportunity to communicate my intent
more clearly and simply thereby ensuring better understanding and better
results.
c. Putting the people before business- One
of the first questions that a new officer of the AFP is asked is this: What is
more important to you, mission accomplishment or morale and welfare of your
men? Again as a combat officer, we need to strike a balance between the two if
we want to develop and maintain a healthy unit or team. A leader or commander
who places more emphasis on the morale and welfare of his men is bound to fail
in whatever task or mission given to him. More often than not, he tries to
please his men rather than go for the accomplishment of the unit’s mission. On
the other hand, a leader who is bent on accomplishing the unit’s mission at all
cost is bound to lose the respect of his men and eventually the leadership of the
team. If morale and welfare is sacrificed, he would be leading a team of
disgruntled men (or women) which could be more dangerous than productive.
Hence, as a leader I should strive hard how
to achieve and maintain a good balance between the two.
On a more personal note, as a commander, I will ensure uniform
understanding of my intent. I will not live a room for second- guessing but I
will endeavor to avoid micro-managing
the staff in their tasks. I will be prudent
with criticism but I will be generous with praises. I will encourage and
support their personal and professional advancement as I continue to coach and
mentor them. I will not deny them the
opportunity to mature, learn, be proud of and love the service.
A staff and his commander
The staff officer’s duty is to assist the
commander in accomplishing the mission. He relieves the commander of routine
and detailed work and raises to the commander those things that only the
commander can act on.
As I have espoused earlier, a staff works and
serves under the presumption that his commander has trust and confidence in
him. We serve at the pleasure of our commanders (or bosses). A staff has to
think like his commander hence he should have the competence, confidence,
initiative and flexibility expected of him. Moreover, he should be a team
player, an effective manager and effective communicator. An officer who
possesses these qualities will surely make the life of his commander a lot
easier, more productive and noteworthy. Hence, as a staff I will strive to:
a. Know my commander inside and out. I
should know his strengths and weaknesses? What is his leadership style? How
does he look at his role as a commander? What are the things, situations or
conditions that he views as threats,
challenges and opportunities? What is his vision for the unit? What are his expectations from us, from the unit and from his soldiers? What are
the things he values or what are the
values he believes in? This will allow me and the rest of the staff to adjust
to the commander and complement him and his efforts.
b. I will seek to abide with the following tenets:
1. Keep the commander informed. As a staff,
I should have the courage and competence to tell him both the good news and the
bad news. He must always be on top of the situation and appear and feel that he
is in control of the entire unit. Never must he feel being left out or deprived
of what he ought to know.
2. The commander is always right. As a staff,
I should be aware of my footing at all times. Never should I forget that the
commander is the standard bearer of the unit. He alone is responsible for what
the unit does or fails to do. Never will I contest his decisions especially in
front of others especially once he has made up his mind.
3. Respect for elders and superiors. A
staff should never forget that over and above the position and rank of his
commander, he is also person (most probably) older than he is. Thus he must conduct
himself properly and be courteous at all times. I will observe appropriate
protocols and avoid excessive familiarization or fraternizing with him. I will
respect his family and the values that he stands for.
Additionally, as a staff, I will see to it
that no mediocre output from my section will reach his table. I will strive to
go beyond his expectations by going the extra mile in every task. I will not
shun accepting challenges and I will not shy away from additional tasks or
responsibilities. I will not take credit
for the accomplishments of men under me but I will take responsibility for
whatever my section does or fails to do.
