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