The Laban Johnson Group

ELEVEN PRINCIPLES OF LEADERSHIP

Often those who think they will make great leaders fail at first because they lack the character traits and the soft skills, such as active listening. Conversely, those who have never held a leadership role often display many of the characteristics listed without even realizing it.

1. Know Yourself and Seek Self-Improvement – face your flaws and fears.

2. Be Technically and Tactically Proficient – when the chips are down they will follow the leader who knows his or her subject matter. Diligently develop your professional knowledge, stay current.

3. Seek Responsibility and Take Responsibility for Your Actions – a leader never blames someone else for his/her actions.

4. Make Sound and Timely Decisions - “It is better to be first than it is to be better� “If you can''t be first in a category, set up a new category you can be first in�. No one remembers the second guy who flew across the atlantic solo, faster and using less fuel. We only remember Charles Lindbergh, the first. And also Amelia Earhart, the first woman to fly solo across the Atlantic.

   The probablity of you making a mistake should not stop you from forging ahead if you have assessed your PET.

5. Set the Example “Follow me and do as I do.� Setting the example boosts team confidence

6. Know Your Team and Look Out for Their Welfare – be aware of differences, uniqueness. When they know you are concerned about them, they will become a team you can depend on.

7. Keep Your Team Informed – the well informed team has better attitude, performs ebtter and accomplishes more, and can even make decisions in your absence, knowing your intent. People fear the unknown. Keeping them informed reduces rumors and fears. Withholding key information does not inspire trust, nor does it give a team all the tools it needs to reach peak performance.

8. Develop a Sense of Responsibility in Your Team – create trust and respect by giving your team enough authority to do the job. This inspires your team to take initiative. Too much supervision is as bad as not enough. Delegate authority each and every time it''s appropriate. In delegating decision-making and problem-solving authority you cannot abdicate responsibility. You are still the PL who made the decision to delegate and therefore are still responsible for mission success or failure. You can delegate authority, but never responsibility.

9. Ensure the Task is Understood, Supervised, and Accomplished – When your team understands, they can respond quickly. Give clear, concise directions. Do not give too many details; let your team develop their skills. Be available for help and spot-check.

10. Train Your Members as a Team - each must know their role within the team and how vital it is. Continually demonstrate and communicate that everyone is part of a team effort. Better morale will foster better teamwork and create a sense of pride and security.

11. Employ Your Team in Accordance with its Capabilities – Success breeds success. Proper training prepares a team for its mission, and you must exercise sound judgment when assigning tasks to your team. Be aware of what your team can and cannot do. Many young leaders blow it here, wanting to stretch their team, they over delegate. Alternatively, they micromanage each aspect by providing too much direction to experienced team members. Don''t be too aggressive in either direction.

Excerpt from the book "Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos" by Dean Hohl & Maryann Karinch