Be a Leader

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Be a LeaderAll the Time

• 25 a Wakeup

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LD 1-3REVISITING personal Leadership Philosophy
CAO 9 Apr 2014
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Purpose

• Using recent training current events,
  appreciate The Citadel Leadership Experience
• Consider strategies for future growth
• Review/update your personal leadership philosophy

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Right up front

• AUTHENTICITY
• is still king
• when it comes to leadership

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What Leadership Philosophy IS
QUICK REVIEW

• It is genuine (i.e., it represents who I am)
• It is a guide for priorities, goals, purpose
  (i.e., it keeps me focused on the important)
• It is my leadership ethos
• The characteristic spiritas manifested in
  beliefs and aspirations (Oxford English
  Dictionary)
• Origin from the Greek for nature or
  disposition

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SAMPLE (1)--A Leadership Philosophy--

• CRITERIA
• Considers key attributes
• Considers Mission
• Considers People
• Considers Resources
• Develops self and others, positive environment
• Achieves Gets Result
• Sense of accountability
• Is this an ethos for leading a team?

QUICK REVIEW

• Expect a lot
• Be the example
• Develop, teach, inspire the team
• Be passionate about mission
• Create ethos

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SAMPLE (2)--A Leadership Philosophy--

• CRITERIA
• Considers key attributes
• Considers Mission
• Considers People
• Considers Resources
• Develops self and others, positive environment
• Achieves Gets Result
• Sense of accountability
• Is this an ethos for leading a team?

QUICK REVIEW

• Be credible
• Be trustworthy
• Care about the team

This is how Mr. Doug Van Scoy, Business Leader,
described what a business leader needs to do to
be successful (Remarks at the Krause Leadership
Symposium, 13 Mar 2014)
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Key Premises

• Like Prego, its in there
• The Citadel Experience served us well
• The best leaders continue to grow
• Through study (Read-to-Lead)
• Through reflecting seeking feedback on personal
  experience
• Through the experience of others
• An often-reviewed leader philosophy leads to
  authenticity and excellence for leaders

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Its In There--Be Confident, Never Complacent--
STUDY

• USING HANDOUTS
• Read the Sam Bird story
• Read Clorox CEO Don Knauss story
• Read Thomas Friedman article, Parallel Parking
  in the Arctic Circle

What were the highly-valued leadership principles
in these handouts that have direct parallels
to The Citadel Experience?
THIS IS READING TO LEAD, BY THE WAY (newspapers,
professional journals, NPR)
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Making the Most of Personal Experience (1)
REFLECT

• General Dwight D. Eisenhower a case study in
  learning leader
• From An Army at Dawn, He studied his
  mistakesthis practice was always one of
  Eisenhowers virtues

How might we systematically study our mistakes?
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On Studying Mistakes1
REFLECT

• What did I learn about myself through this
  experience?
• What was good or bad about the experience? Why?
• What are some beliefs that impact the way I
  viewed this experience?
• What seemed to be the root cause of any issue?
• What broader issues should I have considered to
  make the next similar experience successful?
• What would I do differently next time?

1 From Leadership Wisdom Discovering the Lessons
of Experience, Center for Creative Leadership, p.
27
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Making the Most of Personal Experience (2)
SEEK FEEDBACK

• Peer Evals taught us feedback is important
• Those who have studied the issue have found that
  negative feedback isnt always bad and positive
  feedback isnt always good. Too often, they say,
  we forget the purpose of feedback its not to
  make people feel better, its to help them do
  better.1

How might we ask for feedback?
1NY Times, 5 Apr 2013, by Alina Tugend
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On Seeking Feedback
SEEK FEEDBACK

• Walk the walk deliver routine feedback
• Positive and corrective, always constructive
• Ask for feedback
• At the time you receive the task
• Id welcome some post-task feedback when were
  doneor along the way
• At the time you deliver the task
• Id ask all of you to keep notes as we go along
  on the projectwell do a review when were
  donepls consider everything from problem
  solving, to leadership, to teamworkit will help
  us get better
• Be receptive to feedback, when you get it

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Learning from Others
EXPERIENCE OF OTHERS

• Align ourselves with principled leaders in life
  and in business.
• -- Mr Chad Priest, Citadel Class of 2003, in
  remarks to graduating commanders, April 2013
• "Surround yourself with people smarter than you
  are - don't be afraid to be challenged as a
  leader." 
• -- Doug Van Scoy, Business Leader speaker, Krause
  Leadership Symposium, March 2014

How might we ask others to give us insights into
their experience?
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How to Ask Others About Their Experience1
EXPERIENCE OF OTHERS

• First, pick leader wisely
• Those who rise to the top are kind and
  optimistic Dean Joan Vestrand
• Set up the meeting and expectations for the
  meeting
• On subject X, would you pick a few key events or
  lessons from those experiences?
• Im experiencing subject X now and would like
  hear how you thought about similar situations in
  the past
• Assessing risk business mistakes performance
  problems with employees
• Changing jobs moving up in an organization
• In the meeting be an active listener
• Clarify Paraphrase Ask amplifying questions
• End on time, say thank you, ask for a follow
  up, if desired

1 From Leadership Wisdom Discovering the Lessons
of Experience, Center for Creative Leadership, p.
13-19
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Review Personal Philosophy

• Revise your 3 x 5

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Take Aways

• Leaders are authentic accountable for
  themselves and those in their care
• Leaders learn from study, from their own
  experience, from others
• Study (Read-to-Lead)
• Reflect Seek Feedback
• Ask others
• Leaders re-visit their leadership philosophy often

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• Questions Comments

"The character that takes command in moments of
crucial choices has already been determined by a
thousand other choices made earlier in seemingly
unimportant moments. It has been determined by
all the 'little' choices of the past--by all
those times when the voice of conscience was at
war with the voice of temptation, which was
whispering the lie that 'it really doesn't
matter.' It has been determined by all the
day-to-day decisions made when life seemed easy
and crises seemed far away President Ronald
Reagan
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Back Up Slides
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Framing A Philosophy

• What leaders are (attributes)
• What leaders do (purpose)
• What leaders hold dear (accountability)

The Combination frames a personal leadership
philosophy
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What Leaders Are--Attributes--

• Forbes1 Top 10
• Honest
• Able to Delegate
• Communicators
• Have sense of humor
• Confidence
• Committed
• Positive
• Creative
• Intuitive
• Able to inspire

• Army2 Top 3
• Have Character
• Empathetic
• Steeped in Army values
• Have Presence
• Fit
• Confident
• Resilient
• Have Intellectual Capacity
• Judgment
• Mental agility
• Innovative

• Judgment Index3
• Understand people
• Relationship Insight
• Know the job
• Task Insight
• Think big picture
• Strategic Insight

1 Forbes, Top 10 Qualities that Make a Leader,
19 Dec 2012
2 Army Field Manual 6-22, 12 Oct 2006
3 JI Report for Cadet Leadership, 2013 Edition
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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
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What Leaders Do1--Purpose--
Mission

• Leads others by example
• Develops self, others, positive environment
• Achieves Gets Results

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
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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 self-esteem of their personnel. If people
  believe in themselves, it's amazing what they can
  accomplish." -- Sam Walton

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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

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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

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What Leaders Hold Dear
The common theme SENSE OF ACCOUNTABILITY Acknowl
edgment and Ownership of personal responsibility
responsibility to others
The tough reality1 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
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