| The battlefield is the true test of
| |
| | 9. Do I arrogate everything to myself and
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| leadership. This article explores the
| |
| | delegate nothing?
|
| principles of 3 leading generals in
| |
| | 10. Do I develop my subordinates by
|
| battle. Here
| |
| | placing on each one as much
|
| are three sets of leadership principles
| |
| | responsibility as he can stand?
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| as practised by 3 of the most effective
| |
| | 11. Am I interested in the personal
|
| military leaders of the last half
| |
| | welfare of each of my subordinates, as if
|
| century: General Bernard Montgomery,
| |
| | he were a member of my own family?
|
| General Douglas MacArthur, and General
| |
| | 12. Have I the calmness of voice and
|
| Colin Powell.
| |
| | manner to inspire confidence, or am I
|
| 1. Monty's Principles. General Bernard
| |
| | inclined to irascibility and
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| Montgomery was sent to the demoralised
| |
| | excitability?
|
| Allied forces in North Africa in one of
| |
| | 13. Am I inclined to be nice to my
|
| the worst periods of World War II in 1942
| |
| | superiors and mean to my subordinates?
|
| shortly after the fall of Tobruk. On
| |
| | 14. Am I a constant example to my
|
| arrival, he immediately set out the ten
| |
| | subordinates in character, dress,
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| principles by which he would lead his
| |
| | deportment and courtesy?
|
| men. This is how he put them to his
| |
| | 15. Is my door open to my subordinates?
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| officers:
| |
| | 16. Do I think more of POSITION (STATUS)
|
| 1. First, there must be a change of
| |
| | than JOB?
|
| atmosphere, then
| |
| | 17. Do I correct a subordinate in front
|
| 2. two-way trust
| |
| | of others?
|
| 3. teamwork
| |
| | (Source: "The West Point Way Of
|
| 4. clear objectives
| |
| | Leadership" by Colonel Larry R
|
| 5. clear communications6. self-belief
| |
| | Donnithorne)
|
| 7. adequate resources
| |
| | 3. Powell's Principles. General Colin
|
| 8. an insistence on good performance
| |
| | Powell was Chairman of the American Joint
|
| 9. humanity
| |
| | Chiefs of Staff from 1989 to 1993 and one
|
| 10. controlled aggression towards the
| |
| | of the key leaders of Operations Desert
|
| enemy.
| |
| | Shield and Desert Storm, the military
|
| He then warned his officers that if
| |
| | campaigns to protect Saudi Arabia and
|
| anyone didn't believe they could follow
| |
| | liberate Kuwait from Iraqi occupation.
|
| these principles, they should leave at
| |
| | The following list of leadership
|
| once. Nobody left. Shortly after, Monty
| |
| | principles comes from an article by
|
| led the Allies to their crushing victory
| |
| | Powell in Air Force magazine in March
|
| at El Alamein and turned the balance of
| |
| | 1991.
|
| the war.
| |
| | 1. It ain't as bad as you think. It will
|
| 2. MacArthur's 17 Questions. Douglas
| |
| | look better in the morning.
|
| MacArthur was leader of American forces
| |
| | 2. Get mad, then get over it.
|
| in the Pacific from 1942 to 1945. He led
| |
| | 3. Avoid having your ego so close to your
|
| the assault to re-capture the Philippines
| |
| | position that, when your position falls,
|
| which turned the tide in favour of the
| |
| | your ego goes with it.
|
| Allied forces. His principles of
| |
| | 4. It can be done!
|
| leadership were formulated in a series of
| |
| | 5. Be careful what you choose, you may
|
| 17 questions, which MacArthur kept in a
| |
| | get it.
|
| wallet in the inside pocket of his
| |
| | 6. Don't let adverse facts stand in the
|
| uniform. These are the questions he asked
| |
| | way of a good decision.
|
| himself:
| |
| | 7. You can't make someone else's choices.
|
| 1. Do I heckle my subordinates or
| |
| | You shouldn't let someone else make
|
| strengthen and encourage them?
| |
| | yours.
|
| 2. Do I use moral courage in getting rid
| |
| | 8. Check small things.
|
| of subordinates who have proved
| |
| | 9. Remain calm. Be kind.
|
| themselves beyond doubt to be unfit?
| |
| | 10. Have a vision. Be demanding.
|
| 3. Have I done all in my power by
| |
| | 11. Don't take counsel of your fears or
|
| encouragement, incentive and spur to
| |
| | naysayers.
|
| salvage the weak and erring?
| |
| | 12. Perpetual optimism is a force
|
| 4. Do I know by NAME and CHARACTER a
| |
| | multiplier.
|
| maximum number of subordinates for whom I
| |
| | Throughout history some of the most
|
| am responsible? Do I know them
| |
| | notable leaders have been leaders in
|
| intimately?
| |
| | battle. Taking soldiers into conflict,
|
| 5. Am I thoroughly familiar with the
| |
| | particularly where outcomes are
|
| technique, necessities, objectives and
| |
| | uncertain, is the ultimate test of
|
| administration of the job?
| |
| | leadership. That's why the principles of
|
| 6. Do I lose my temper at individuals?
| |
| | the best wartime leaders are not only
|
| 7. Do I act in such a way as to make my
| |
| | fascinating glimpses into their minds at
|
| individuals want to follow me?
| |
| | their toughest times, but valuable
|
| 8. Do I delegate tasks that should be
| |
| | lessons for the rest of us.
|
| mine?
| |
| |
|
