“Do everything you ask of those you command.” — George S. Patton
My first day as a commander was, to say the least, memorable. On one hand, I faced the daunting challenge of succeeding someone who had set the standard in just about every way possible in the organization. On the other, my predecessor had the personality of a rabid howler monkey and it showed on the faces of the people I met with as I prepared to take the guidon. If I could find a way to maintain the former and improve on the latter, I stood a good chance of being successful. This shouldn’t be too difficult, I thought to myself.
That first day, I published my command philosophy, issued a series of new policy letters, and counseled all of my subordinate leaders. I met with my leadership team over lunch, giving them the opportunity to ask questions and get to know me a little better. That afternoon, I executed textbook battlefield circulation, spending time with people across the organization. That night, as I drove home after my first day on the job, I passed one of local drinking establishments, casually taking notice of…one of my tactical vehicles parked just outside the front door.
Oh, yeah, this shouldn’t be too difficult.
Thus began the first of a string of leadership “challenges” that made the next two years as noteworthy as they were memorable. It wasn’t exactly a case of what does not kill me makes me stronger, but there were days that it felt close to that. Some of those challenges were issues left to fester under my predecessor while others were just the kinds of things that crop up in any organization. And there were those events that were so bizarre they will forever be a part of my war story narrative.
Through it all, I came to understand that there were a unique set of rules that guided my actions. From my first day in command, I captured them in my green notebook. They weren’t particularly complicated, but that set of rules became almost sacrosanct over the coming years, defining much of my approach to leading. If things started to go sideways, I revisited them. Was I missing something? Was there something I could be doing differently? Over the course of the next twenty-four months, I would apply those rules, learning quickly how important they were to the synergy and camaraderie necessary to successfully lead an organization.
Ten Commandments of Leadership
There are processes that drive planning, principles that govern how we fight, and commandments that dictate how we plan. These represent fundamental truths to us. My rules weren’t exactly the chiseled stone tablets Moses carried down from Mount Sinai, but the Ten Commandments of Leadership have stood the test of time.
1. Thou shalt set an azimuth for success.
United States Army doctrine defines leadership in terms of providing purpose, direction, and motivation. A leader has to set a vision and define the pathway to achieve it. A leader has to provide purpose and direction, certainly, but also offer guidance and intent. Motivation is important, but people first need to understand where they’re going, how they will get there, and why it matters. Then you can motivate.
2. Thou shalt define the 5Ws.
When directing someone to do something, it doesn’t get any more basic than the 5Ws: who (is doing it), what (needs to be done), when (does it need to be done), where (does it need to happen), and why (does it need to be done). A leader who provides the 5Ws will likely answer most questions before they’re asked. And, whatever you do, don’t provide the how. Leave some room for people to exercise a little independent thought.
3. Thou shalt be truthful and fair.
When it comes to candor, I always believed that a leader should tell people what they need to hear, not what they want to hear. That can be difficult at times, even brutal. But it’s necessary. In the same vein, treat everyone fairly. Give everyone an even shake. Being consistent and fair should be your goal in all things, especially when it comes to discipline.
4. Thou shalt set the example.
As a leader, you are under a constant spotlight. Get used to it. Be the leader your people deserve; be the leader they need; be the leader they think you should be. That can be a heavy burden to bear, but doing so is what separates you from everyone else. You don’t just talk the talk. You walk the walk.
5. Thou shalt lead with compassion and empathy.
Learning to have a heart is a learned skill, but it can be learned. Life isn’t always fair, and there are times when it leads people to make expedient decisions that might not work out well for them in the end. Take the time to understand the context of every mistake and give people the space to learn from them. Often, you are going to be in a position to be both judge and jury. Wield that mantle responsibly.
6. Thou shalt not always be the smartest person in the room.
There will often be times when your mind is three steps ahead of the conversation and your patience is wearing thin. Instead of cutting people and interrupting with your own solution, lead with open-ended questions that push people in the right direction. Allow others to feel like their thoughts matter, because they do. The fastest way to shut down a team is to communicate to them that they are all less than you.
7. Thou shalt not be a pessimist.
Nothing tears down an organization like a leader who sees every glass as half full. Colin Powell once brilliantly said, “Eternal optimism is a force multiplier.” Find your inner Colin Powell. Lean into it. That doesn’t mean you have to walk around with a Joker smile on your face all day, but it does mean that your attitude is the one thing that might make or break your team. Remember that.
8. Thou shalt not lead with anger.
If you’re angry all the time, get some help. If you feel like you always have to shout to get your point across, you’re the problem. Your people deserve better than a rageaholic. If that’s you, then find another line of work. For everyone’s sake.
9. Thou shalt not lead by fiat.
If you’re in command, the final decision often rests with you. That doesn’t mean you have to have the final say in everything. That doesn’t mean you need to rub peoples’ noses in it. If you have to remind people that you’re in charge, you’re not really in charge. Leadership isn’t a position, it’s a responsibility.
10. Thou shalt not fail your team.
When the smoke clears, the Girl Scout cookies are gone, and the speeches are over, all that’s left is for you to lead. Do it as if your life depended on it. Because others are counting on you to lead them to bigger and better, to take them to new heights, and to help them be more successful. If you aren’t up to the task, don’t seek the chair. Let someone who is have their chance.
