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The U.S. military leadership model is

based on an overview of all great
leaders, not just warriors. Thus, it is
not surprising that it also captures
non-warriors. In such a model,
followers determine if a person is a
Managers are people who do things right, while leaders
great leader or not.
are people who do the right thing. — Warren Bennis,
Ph.D. On Becoming a Leader

Building Excellence
Leaders do not command excellence, they build excellence. Excellence is
“being all you can be” within the bounds of doing what is right for your
organization. To reach excellence you must first be a leader of good
character. You must do everything you are supposed to do. Organizations
will not achieve excellence by figuring out where it wants to go, then having
leaders do whatever they have to in order to get the job done, and then hope
their leaders acted with good character. This type of thinking is backwards.
Pursuing excellence should not be confused with accomplishing a job or
task. When you do planning, you do it by backwards planning. But you do
not achieve excellence by backwards planning. Excellence starts with www.trainingforentrepreneurs.com
leaders of good and strong character who engage in the entire process of
leadership. And the first process is being a person of honorable character. In Clark Aldrich's book, Simulations
and the Future of Learning, he tells
the story of a manager who listened to
the ideas presented to him by his
subordinates and then went to his
boss and presented them as his own.
He then had the subordinates
dismissed so that there were no
witnesses left. I imagine that he was
considered a good leader by both his
boss and himself, yet the
subordinates would of course had
said otherwise. In most circumstances
the best judges of leadership are the
followers.

I once worked with a retired Navy

Chief who led one of our departments.

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Being located in the Pacific

Northwest, the department has a
good share of individuals who, let's
say, have quite an opposing idea of
the military. In addition, since the
company provides same-sex benefits
to its partners, it also attracts it share
of people from the gay community. So
here we have this ramrod-straight
leader with perfectly combed hair,
who even in civilian clothes looks as if
he is still in uniform (starched, straight
lines, etc.), quite conservative, and
whose actions often paints the perfect
picture of a Marine drill instructor. His
subordinates, for the most part, have
long hair, body-piercings, dress quite
sloppy, are quite liberal, whose
actions at times reminds you of the
demonstrators you see during
anti-war protests. However, they
thought he was the greatest thing
since the invention of peanut butter.
They were in tears when he left the
company to go on to greater things.

Great leadership works in the military

Waste no more time arguing what a good man should and civilian life because it is what one
be. Be one. — Marcus Aurelius “DOES.” Hitler and Aldrich's manager
are deceptions who capture the
essence of phoniness and are quite
Character develops over time. Many think that much of a person's character self-serving in nature. Gandhi and the
is formed early in life. However, we do not know exactly how much or how retired Navy Chief are leaders
early character develops. But, it is safe to claim that character does not because they capture the essence of
change quickly. A person's observable behavior is an indication of her truth and selfless service.
character. This behavior can be strong or weak, good or bad. A person with
strong character shows drive, energy, determination, self-discipline, During Enron's heyday its officers
willpower, and nerve. She sees what she wants and goes after it. She were discussing how much money
attracts followers. On the other hand, a person with weak character shows they could screw out of Aunt Millie.
none of these traits. She does not know what she wants. Her traits are
disorganized, she vacillates and is inconsistent. She will attract no followers. Leadership is multifaceted in that it
takes a path along many dimensions
A strong person can be good or bad. A gang leader is an example of a and perspectives. In the early stages
strong person with a bad character, while an outstanding community leader of the Iraq war, a senior Army officer
is one with both strong and good characteristics. An organization needs was charged with pointing a gun at a
leaders with both strong and good characteristics, people who will guide local and threatened to shoot him if he
them to the future and show that they can be trusted. did not reveal some information.
According to the officer, he needed
the information to save lives and that
Courage — not complacency — is our need today. he would not have actually shot him.
Leadership not salesmanship. — John F. Kennedy His actions were applauded by many,
to include the mothers and wives of
the soldiers he was sworn to protect
To be an effective leader, your followers must have trust in you and they (one of the basic rules of leadership is
need to be sold on your vision. Korn-Ferry International, an executive search that you look out for the welfare of
company, performed a survey on what organizations want from their leaders. those under you). However, senior
The respondents said they wanted people who were both ethical and who Army officials had a different outlook
convey a strong vision of the future. In any organization, a leader's actions on the matter in that he broke the
set the pace. This behavior wins trust, loyalty, and ensures the basic leadership attributes of ethics,
organization's continued vitality. One of the ways to build trust is to display a values, and character that it expects
good sense of character composed of beliefs, values, skills, and traits (U.S. of its leaders.
Army Handbook, 1973):
Leadership decisions often take paths
Beliefs are what we hold dear to us and are rooted deeply within us. They that define our nation's humanity and
could be assumptions or convictions that you hold true regarding people, character. . . and it is not always one
concepts, or things. They could be the beliefs about life, death, religion, easy straight and narrow path, but
what is good, what is bad, what is human nature, etc. rather a multifaceted undertaking that
often has no one-correct answer.
Values are attitudes about the worth of people, concepts, or things. For
example, you might value a good car, home, friendship, personal comfort, or
relatives. Values are important as they influence a person's behavior to
weigh the importance of alternatives. For example, you might value friends
more than privacy, while others might be the opposite.

Skills are the knowledge and abilities that a person gains throughout life.

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The ability to learn a new skill varies with each individual. Some skills come
almost naturally, while others come only by complete devotion to study and
practice.

Traits are distinguishing qualities or characteristics of a person, while

character is the sum total of these traits. There are hundreds of personality
traits, far too many to be discussed here. Instead, we will focus on a few that
are crucial for a leader. The more of these you display as a leader, the more
your followers will believe and trust in you.

Traits of a Good Leader

Compiled by the Santa Clara University and the Tom Peters Group:

Honest — Display sincerity, integrity, and candor in all your

actions. Deceptive behavior will not inspire trust.
Competent — Base your actions on reason and moral
principles. Do not make decisions based on childlike emotional
desires or feelings.
Forward-looking — Set goals and have a vision of the future.
The vision must be owned throughout the organization.
Effective leaders envision what they want and how to get it.
They habitually pick priorities stemming from their basic
values.
Inspiring — Display confidence in all that you do. By showing
endurance in mental, physical, and spiritual stamina, you will
inspire others to reach for new heights. Take charge when
necessary.
Intelligent — Read, study, and seek challenging assignments.
Fair-minded — Show fair treatment to all people. Prejudice is
the enemy of justice. Display empathy by being sensitive to
the feelings, values, interests, and well-being of others.
Broad-minded — Seek out diversity.
Courageous — Have the perseverance to accomplish a goal,
regardless of the seemingly insurmountable obstacles. Display
a confident calmness when under stress.
Straightforward — Use sound judgment to make a good
decisions at the right time.
Imaginative — Make timely and appropriate changes in your
thinking, plans, and methods. Show creativity by thinking of
new and better goals, ideas, and solutions to problems. Be
innovative!

Retreat Hell! We've just got here! — Attributed to

several World War I Marine Corps officers, Belleau
Wood, June 1918 (key ideal — take a stand)

Attributes
Attributes establish what leaders are, and every leader needs at least three
of them (U.S. Army Handbook, 1973):

Standard Bearers
establish the ethical framework within an organization. This
demands a commitment to live and defend the climate and
culture that you want to permeate your organization. What you
set as an example will soon become the rule as unlike
knowledge, ethical behavior is learned more by observing than
by listening. And in fast moving situations, examples become
certainty. Being a standard bearer creates trust and openness
in your employees, who in turn, fulfill your visions.
Developers
help others learn through teaching, training, and coaching.
This creates an exciting place to work and learn. Never miss an
opportunity to teach or learn something new yourself.
Coaching suggests someone who cares enough to get involved
by encouraging and developing others who are less
experienced. Employees who work for developers know that
they can take risks, learn by making mistakes, and winning in

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the end.
Integrators
orchestrate the many activities that take place throughout an
organization by providing a view of the future and the ability to
obtain it. Success can only be achieved when there is a unity
of effort. Integrators have a sixth sense about where problems
will occur and make their presence felt during critical times.
They know that their employees do their best when they are
left to work within a vision-based framework.

Goddamn it, you will never get the Purple Heart hiding
in a foxhole! Follow me! — Captain Henry P. “Jim”
Crowe, USMC, Guadalcanal, 13 January 1943. (key
words — follow me, NOT “go”)

Perspectives of Character
and Traits

Traits (acronym — JJ did tie buckle)

Justice
Judgment
Dependability
Initiative
Decisiveness
Tact
Integrity
Enthusiasm
Bearing
Unselfishness
Courage
Knowledge
Loyalty
Endurance

The Image of Leadership —

John Schoolland

What kind of a leader are you going to be — the kind

who thinks he is the best?
Or will you be one of the very few greats
Who attributes success to the rest.

The U.S. Army's Eleven

Leadership Principles
— Be tactically and technically
proficient
— Know yourself and seek
self-improvement
— Know your soldiers and look
out for their welfare
— Keep your soldiers informed
— Set the example
— Ensure the task is
understood, supervised and
accomplished
— Train your soldiers as a team
— Make sound and timely
decisions
— Develop a sense of
responsibility in your
subordinates

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— Employ your unit in

accordance with its capabilities
— Seek responsibility and take responsibility for your actions

Organizations consist of
three components:
1. The structure gives the organization its form and dictates the
way it will interact.
2. The followers respond to the structure and the leaders.
3. The leaders determine the ultimate effectiveness of the
organization as the character and skills that they bring
determine the way problems are solved and tasks are
accomplished.

U.S. Army 23 Traits of

Character
Bearing
Confidence
Courage
Integrity
Decisiveness
Justice
Endurance
Tact
Initiative
Coolness
Maturity
Improvement
Will
Assertiveness
Candor
Sense of humor
Competence
Commitment
Creativity
Self-discipline
Humility
Flexibility
Empathy/Compassion

Are managers leaders? Are

leaders managers?
Managers need to be leaders. . . their workers need vision and guidance!
On the other hand, leaders need to be good managers of the resources
entrusted to them.

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Is Character Developed Via

Nature or Nurture (Ridley,
2003)?
I do not believe that the nature vs. nurture debate is linear enough to put
percentages on it — on one side of the fence we have nature and on the
other side we have nurture. And while nature (genes) certainly has its
influences on us, the environment (nurture) normally determines the impact
of a gene.

For example, one of the classic examples for discussing genes is Konrad
Lorenz's work on the imprinting that occurs in baby geese — they have it
within them to imprint whatever is moving near them, which is normally their
mother. However, it could be anything else that is moving around them, such
as a person. But no matter what they imprint on, rather it be their mother, a
human, or an inanimate object, the piece of the environment that they
actually imprint on is going to have a huge impact on their life. Thus genes
provide the goal, but the environment provides the process. And it is what
happens during the process that will determine the outcome.

Piaget was probably the first person to think of children as species equipped
with a characteristic mind, rather than as apprentice adults (little adults). He
discovered they went through a series of five developmental stages that
were always in the same order, but not always at the same rate:

1. Sensorimotor
2. Preoperational
3. Concrete operations
4. In adolescence they have Abstract Thoughts and
5. Deductive reasoning

Piaget's two contemporaries, Konrad Lorenz and B. F. Skinner took up

extreme positions. Lorenz as a champion of nature and Skinner as a
champion of nurture. Piaget, however, dived right down the middle of this
debate. He believed a gene's meaning depends heavily on its context with
the surrounding environment. That is, while a child goes through five stages
of development (genes), it is the active engagement of the mind with the
surrounding environment (nurture) that causes development. The two main
forces of the environment are feedback and social interaction. From this, the
child assimilates predicted experiences and accommodates it to unexpected
experiences.

For some time it was believed that animals grew no new neurons in the
cortex of their brains upon reaching adulthood, thus their fate was basically
sealed by their genetic nature. This was apparently proved by a Pasco
Rakic, a neuroscientist. However, Fernando Nottebohm soon found that
adult canaries made new neurons when they learn new songs. So Rakic
replied that it was only adult mammals that could not grow neurons. But soon
afterward, Elizabeth Gould found that rats grow new neurons. So Rakic
replied primates could not. Gould next discovered that tree shrews grew new
neurons. Rakic that higher primates could not grow new neurons. Gould
then found them in marmosets. Rakic zeroed it down to old-world primates.
Gould then discovered them in macaques.

Today it is almost certain that all primates, including humans, grow new
neurons in response to new experiences, and lose neurons in response to
neglect. Thus, with all the determinism built into the initial wiring of our brain,

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experience with our surrounding environment refines and in some cases

rewires that initial wiring.

Nature may be our internal guide (map), but nurture is our explorer that has
the final say in what we do (destination).

Next Steps
Leadership Styles

Main Leadership Menu

References
Ridley, M. (2003). Nature Via Nurture New York: Harper Collins.

U.S. Army Handbook (1973). Military Leadership.

Notes

Updated June 10, 2010. Created May 12, 1997.

Find out more about me (copyright, APA formatting, etc.) ~ Email me at donclark@nwlink.com ~ A Big Dog, Little Dog and Knowledge Jump Production

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