LD 2 4 Developing a personal Leadership Philosophy

LD 2 -4: Developing a personal Leadership Philosophy CAO: 7 Feb 2014 FOR TRAINING USE ONLY Honor – Duty – Respect 1

Purpose • Appreciate concept of a personal leadership philosophy • Examine leadership “requirements” to help frame a personal leadership philosophy • Draft a personal leadership philosophy FOR TRAINING USE ONLY Honor – Duty – Respect 2

Right up front… Never forget that AUTHENTICITY is still “king” when it comes to leadership FOR TRAINING USE ONLY Honor – Duty – Respect 3

What Leadership Philosophy is NOT… • It is not prescriptive (i. e. , it must be…) • It is not a checklist (i. e. , first I do step 1, … • It is not meant to be static (i. e. , I never change…) FOR TRAINING USE ONLY Honor – Duty – Respect 4

What Leadership Philosophy IS… • It is genuine (i. e. , it represents who I am…) • It is a guide for priorities, goals, purpose (i. e. , it keeps us focused on the important) • It is your leadership ethos – “The characteristic spirit…as manifested in beliefs and aspirations” (Oxford English Dictionary) – Origin: from the Greek for “nature” or “disposition” FOR TRAINING USE ONLY Honor – Duty – Respect 5

Framing A Philosophy • What leaders are (attributes) • What leaders do (purpose) The Combination frames a personal leadership philosophy • What leaders hold dear (accountability) FOR TRAINING USE ONLY Honor – Duty – Respect 6

What Leaders Are --Attributes-Forbes 1 Top 10: Army 2 Top 3: • • • Have Character Honest Able to Delegate Communicators Have sense of humor Confidence Committed Positive Creative Intuitive Able to inspire – Empathetic – Steeped in Army values • Have Presence – Fit – Confident – Resilient • Have Intellectual Capacity Judgment Index 3: • Understand people – Relationship Insight • Know the job – Task Insight • Think big picture – Strategic Insight – Judgment – Mental agility – Innovative Forbes, Top 10 Qualities that Make a Leader, 19 Dec 2012 2 Army Field Manual 6 -22, 12 Oct 2006 FOR TRAINING USE ONLY 3 JI Report for Cadet Leadership, 2013 Edition Honor – Duty – Respect 7 1

What Leaders Do --Purpose-- • Mission – Keep team moving toward success ($ bottom line, military objective) • People – Build “replacements” • Resources – Prioritize: there is “never enough money, time, people WHY LEADERS? “It is the nature of man to pursue his own interest, in preference to the public good” --James Wilson, 6 Oct 1787 FOR TRAINING USE ONLY Honor – Duty – Respect 8

What Leaders Do 1 --Purpose-- • Leads others & by example • Develops self, others, positive environment • Achieves – Gets Results Mission People Resources “Leadership is the ability to get others to do what they don't want to do and like it!” --President Harry S. Truman 1 Army Field Manual 6 -22, 12 Oct 2006 FOR TRAINING USE ONLY Honor – Duty – Respect 9

What Leaders Hold Dear Business • "The growth and development of people is the highest calling of leadership. " -- Harvey S. Firestone • "Outstanding leaders go out of the way to boost the selfesteem of their personnel. If people believe in themselves, it's amazing what they can accomplish. " -- Sam Walton FOR TRAINING USE ONLY Honor – Duty – Respect 10 S

What Leaders Hold Dear Military • "I cannot trust a man to control others who cannot control himself. " -- Gen. Robert E. Lee • "There are no bad regiments: only bad colonels. " --Napoleon • "A reflective reading of history will show that no man ever rose to military greatness who could not convince his troops that he put them first, above all else. " -- Gen. Maxwell Taylor FOR TRAINING USE ONLY Honor – Duty – Respect 11 S

What Leaders Hold Dear Strategic Leaders • "If your actions inspire others to dream more, learn more, do more and become more, you are a leader. " -- John Quincy Adams • “The price of greatness is responsibility” -- Winston Churchill FOR TRAINING USE ONLY Honor – Duty – Respect 12 S

What Leaders Hold Dear The common theme SENSE OF ACCOUNTABILITY Acknowledgment and Ownership of personal responsibility & responsibility to others The tough reality 1 A sense of accountability is intrinsic in nature We must develop a sense of accountability within ourselves 1 Henry Browning, Accountability: Taking Ownership of Your Responsibility, Center for Creative Leadership, 2012 Honor – Duty – Respect FOR TRAINING USE ONLY 13 S

Putting it Together --Leader Ethos-- SENSE OF ACCOUNTABILITY • Authentic • Enduring Guide to Purpose • Embrace What Leaders Are, Do, Hold Dear FOR TRAINING USE ONLY Honor – Duty – Respect 14

Point of Departure --A Leadership Philosophy-- • Expect a lot • Be the example • Develop, teach, inspire the team GRADE IT q Considers key attributes q Considers Mission q Considers People q Considers Resources q Leads others & by example q Develops self, others, positive environment q Achieves – Gets Result q Sense of accountability Is this an “ethos” for leading a team? • Be passionate about mission • Create ethos FOR TRAINING USE ONLY Honor – Duty – Respect 15

Draft Your Philosophy GRADE IT q Considers key attributes q Considers Mission q Considers People q Considers Resources q Leads others & by example q Develops self, others, positive environment q Achieves – Gets Result q Sense of accountability Is this an “ethos” for leading a team? • _______________________ • ____________ USE 3 x 5 CARD PUT IN YOUR KEEPER FILE FOR TRAINING USE ONLY Honor – Duty – Respect 16

Take Aways • Leaders are authentic, action-oriented, accountable for themselves and those in their care • Leaders learn from experience • Leaders re-visit their leadership philosophy often FOR TRAINING USE ONLY Honor – Duty – Respect 17

Questions and Comments FOR TRAINING USE ONLY Honor – Duty – Respect 18