2011 national education seminar leadership, a primer 1 old fashioned leadership, a primer william f....

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 1 Old Fashioned Leadership, a Primer William F. Hinners, Jr., CPPM, CF North Texas Chapter (MSgt, USMC Retired) Lyle V. Hestermann, CPPM, CF, Hoosiers Chapter (LtCol, USAF Retired) July 2011 WELCOME

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 2 Agenda Introduction Leadership Defined Listening Philosophy Principles Traits Self Evaluation

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 3 Leadership is intangible, and therefore no weapon ever designed can replace it. GEN Omar Bradley

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 4 Leadership is influencing peopleby providing purpose, direction, and motivationwhile operating to accomplish the mission and improving the organization. US Army FM 22-100

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 5 Definition: The sum of those qualities of intellect, human understanding, and moral character that allow a person to inspire and control a group of people successfully. Purpose: The purpose of the Marine Corps leadership is the creation and maintenance of an organization which will loyally and willingly accomplish any reasonable task assigned or indicated, and will initiate suitable action in the absence of others. http://www.6mcd.usmc.mil/ftl_site/Handbook/marine_corps_leadership.htm

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 6 Questions?

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 7 Listening Whats the Big Deal? The Neglected Skill Listening is the most used of all communication skills Listening is the least developed of all communication skills Listening training improves listening ability

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 8 Why Is Listening Important? My wife says I never listen to her. At least I think thats what she said. Anonymous Congress is so strange. A man gets up to speak and says nothing, nobody listens and then everybody disagrees. Will Rogers

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 9 Marge, it takes two to lie. One to lie and one to listen. Homer Simpson Why Is Listening Important?

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 10 Not Listening = Costly Mistakes Lyman Steil, a corporate consultant said in 1980, With more than 100 million workers in this country, a simple $10 mistake by each, as the result of poor listening, would add up to a cost of $1 billion, and most people make numerous listening mistakes each week Dispatcher of a large trucking firm sends 8 trucks to Portland, Oregon instead of Portland, Maine $100,000 loss

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 11 Hearing vs. Listening Hearing = physical act of receiving sound = passive process = no effort Listening = selective process = an active process = work (and lots of it )

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 12 Listening - Defined A selective process of receiving, attending to, understanding, evaluating and responding to aural sounds

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 13 Listening Writing = 9% Reading = 16% Speaking = 30% Listening = 45% Rankin (1926) - adults spend 70% of day communicating

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 14 Listening - Comparison Listening Speaking Reading Writing Learned 1st 2nd 3rd 4 th Used 45% 30% 16% 9% Taught Least 3rd 2 nd Most

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 15 Listening 4 Levels Non-listener Marginal listener Evaluative listener Active Listener

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 16 Listening Why So Tough? Uninteresting topics Speakers delivery Over stimulation by the message Listening for facts Outlining everything

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 17 Listening Why So Tough? Faking attention Distractions Avoiding the difficult Emotional words Wasting the speed differential

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 18 Listening 5 Step Process Receiving - starts with a sound Attending to - paying attention to the sound Understanding - assigning meaning to what you hear Evaluating - agreeing or disagreeing Responding - action (verbal or non-verbal)

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 19 Listening Helpful Hints Maintain eye contact with the speaker. Focus on content, not delivery. Avoid emotional involvement. Avoid distractions. Treat listening as a challenging mental task. Stay active by asking mental questions. Use the gap between the rate of speech and your rate of thought.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 20 Better Listening Be conscious of your listening behavior Motivate yourself to listen Prepare yourself to listen Control your reactions Work at listening Listen for ideas Concentrate on the message

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 22 Personal Leadership Philosophy Which Comes First, Mission or People? Situational Leadership 11 Principles of Leadership Traits of a Leader Catch People Doing Things Right! Follow me!

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 23 Which comes first, mission or people? USMC LEADERSHIP: PRIMARY AND SECONDARY OBJECTIVE Mission Accomplishment: The primary objective of the Marine Corps leadership is to accomplish the mission -- (get the job done). Troop Welfare: The secondary goal of leadership is to provide for the welfare of Marines.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 24 Which is first, mission or people? Most simply put: The mission is FIRST. The people are ALWAYS.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 25 Situational Leadership - Leadership Types Autocrat Democrat Laissez Faire

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 26 Leadership Types FM 22-100 Directing Participating Delegating Transformational Transactional

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 27 Leadership Types FMFM 1-2 Telling Selling Participating Delegating

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 28 The General must know how to get his men their rations and every other kind of stores needed for war. He must have imagination to originate plans, practical sense and energy to carry them through. He must be observant, untiring, shrewd, kindly and cruel, simple and crafty, a watchman and a robber, lavish and miserly, generous and stingy, rash and conservative. All these and many other qualities, natural and acquired, he must have. He should also, as a matter of course, know his tactics, for a disorderly mob is no more an Army than a heap of building materials is a house. Socrates (469399) Situational Leadership

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 29 One Minute Manager Catch People Doing Things RIGHT! Honey vs. Vinegar Praise vs. Haze Smart vs. Stupid Influence vs. Intimidate

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 30 Follow Me! Roberts Rangers? Roy Boehm Most Succinct Leadership Philosophy

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 31 Questions Questions?

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 32 On Leadership Leadership Principles

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 33 Principles of Leadership Be technically and tactically proficient. Know yourself and seek self-improvement. Know your Marines and look out for their welfare. Keep your Marines informed. Set the example. Ensure assigned tasks are understood, supervised, and accomplished. Train your Marines as a team. Make sound and timely decisions. Develop a sense of responsibility among your subordinates. Employ your command in accordance with its capabilities. Seek responsibility and take responsibility for your actions. FMFM 1-2

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 34 Know Yourself and Seek Self Improvement You can assign a man to a leadership position, but no one will ever really be a leader until his appointment is ratified in the hearts and minds of his soldiers. The first thing to do in operating as a leader is be honest with them. The problem is there is much rhetoric in this business. There is not enough honesty with ourselves about just who we are and whether we are really perceived as a leader by our subordinates. An honesttoGod, soul searching, selfevaluation is in orderand very difficult to do. I think this is the first vital step as one goes about the business of becoming a better leader. Your soldiers will gauge how well you are doing. You can fool bosses, and at times even peers, but you cant fool your subordinates. Look into their eyesyoull really learn something. (Emphasis added.) GEN William Livsey 1985

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 35 Seek Responsibility and Take Responsibility for Your Actions During training exercises, the lieutenant who was driving down a muddy back road encountered another jeep stuck in the mud with a red-faced Colonel at the wheel. "Your jeep stuck sir?" asked the lieutenant as he pulled alongside. "Nope," replied the Colonel, coming over and handing him the keys, "Yours is."

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 36 Be Technically and Tactically Proficient The General must know how to get his men their rations and every other kind of stores needed for war. He must have imagination to originate plans, practical sense and energy to carry them through. He should also, as a matter of course, know his tactics, for a disorderly mob is no more an Army than a heap of building materials is a house. Socrates (469399)

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 37 Make Sound and Timely Decisions Colin Powell: Experts often possess more data than judgment. P = 40% to 70%

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 38 Set the Example Don't worry that children never listen to you; worry that they are always watching you. Robert Fulghum

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 39 Know Your Soldiers and Look Out for Their Well-being 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

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 40 Keep Your Subordinates Informed Tell me how youre going to measure me and Ill tell you how Im going to perform. Eli Goldratt

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 41 Develop a Sense of Responsibility in Your Subordinates "There are lessons to be learned from mistakes. Good leaders create an environment where subordinates are allowed to make mistakes, yet are not put into situations for which they are unprepared or for which the scope of the mistake could be dangerous." - General Charles Krulak

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 42 Ensure the Task is Understood, Supervised and Accomplished Communications, or the ability to inform people what you expect of them in understandable terms and the ability to transmit to them your interest in them, is the key to successful leadership. GEN Harold K. Johnson

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 43 Build the Team Dont begrudge the time you spend developing, coaching and helping your people to grow so they can carry on when youre gone. Its one of the best signs of good leadership. Bernard Baruch

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 44 Employ Your Unit in Accordance With its Capabilities What you cannot enforce, do not command. Sophocles

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 45 Questions Questions?

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 46 On Leadership Leadership Traits

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 47 Traits of a Leader IntegrityJustice KnowledgeEnthusiasm CourageBearing DecisivenessEndurance DependabilityUnselfishness InitiativeLoyalty TactJudgment Marine Corps Values and Leadership Users Guide for Discussion Leaders

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 48 Integrity "The message to junior and mid-level officers was that you could be honest about shortcomings, or you could get ahead, but you couldn't do both. The result was an organization with plummeting morale that fell into the habit of lying to itself." - James Kitfield

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 49 Integrity "The truth of the matter is that you always know the right thing to do. The hard part is doing it." - General H. Norman Schwarzkopf, US Army, Persian Gulf War

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 50 Integrity Everything you have in this world can be taken from you - your health, your wealth, your family, everything you value EXCEPT your integrity. No one can take that away - you can only give it away Col David F. Treuting

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 51 Integrity 13 - 2 nd Lieutenants kicked out of The Basic School Including 2 former Naval Academy football players (May 2010) Why? Cheating on the final land navigation exercise

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 52 Integrity Gen James Conway, Commandant of the Marine Corps We can tolerate many things BUT not integrity violations Personal integrity is the heart of Marine Corps leadership

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 53 Knowledge Money Talks and Bullshit Walks - Anonymous

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 54 Courage "What all successful leaders have in common is a strength of will that enables them to face the most challenging tasks and extract the most from their subordinates." - Fleet Marine Force Manual, USMC

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 55 Decisiveness "We must encounter risks if we fight, and we cannot carry on war without fighting.... [General George] McClellan's vice... was always to have everything just as he wanted before he would attack, and before he could get things arranged as he wanted them, the enemy pounded on him and thwarted all his plans." General George Meade, Union Army, Civil War

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 56 Dependability Rank is given you to enable you to better serve those above and below you. It is not given for you to practice your idiosyncrasies. GEN Bruce Clarke

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 57 Initiative "I would offer... that a military force that will not tolerate a certain amount of audacity in its day-to-day routines is likely to find audacity lacking when it counts. As we continually tell ourselves, we fight the way we train. Most certainly, we fight the way we think. The alternative is to accept the form of institutional behavior said to have been inculcated in members of the British Foreign Service in the years leading up to World War I: 'Actions have consequences; consequences are unpredictable; therefore, take no action.'" Captain Michael Dunaway, USN

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 58 Tact Leadership in a democratic army means firmness, not harshness; understanding, not weakness; generosity, not selfishness; pride, not egotism. GEN Omar Bradley 1953

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 59 Justice "He [a naval officer] should not be blind to a single fault of any subordinate, though, at the same time, he should not be quick and unfailing to distinguish error from malice, thoughtlessness from incompetency, and well- meant shortcoming from heedless or stupid blunder." John Paul Jones, USN

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 60 Enthusiasm Optimism is axiomatic with leadership. And in those grave days and hours (late 1942), four words from MacArthur meant as much to me as a new squadron of airplanes. Those words were: George, well do it. That attitude breeds victory and success. GEN George Kenney (MacArthurs Air Chief)

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 61 Bearing Don't worry that children never listen to you; worry that they are always watching you. Robert Fulghum

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 62 Enduring And what does this bring to mind? Photo by Jim Bowen Used by permission of Commons.wikimedia.org

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 63 Unselfishness Leadership in a democratic army means firmness, not harshness; understanding, not weakness; generosity, not selfishness; pride, not egotism. GEN Omar Bradley 1953

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 64 Loyalty A priority of loyalties: Military Mission Command Comrade Self

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 65 Judgment Make the best decision possible based on available information.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 66 Management vs. Leadership Leaders are people who do the right thing. Managers are people who do things right. -- Warren G. Bennis

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 67 Management vs. Leadership ManagersLeaders Problem SolversAnalyzers of purposes and causes Statistics DrivenValues Driven Seek conflict avoidanceNot only accept but invite conflict Thrive on predictabilityAmbiguous Assure that the organizations objectives are achieved, even if they disagree with them Assure that their objectives and those of the organization become one in the same REFERENCE: AF OTS LEADERSHIP PRINICPLES AND TRAITS

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 69 Self Evaluation Adapted from Leadership Secrets of the Rogue Warrior by Richard Marcinko

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 70 Know Yourself What Drives Me? Was I Always This Way? What Will Satisfy Me? Do I Recognize Defeat? How Can I Turn Todays Negatives Into Positives? What Is My Ultimate Goal?

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 71 What drives me? Be willing to find your limits and extend them. Was I always this way? You will change for the better if you use every experience and choose to learn from it.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 72 What will satisfy me? Nothing should until you are merging your full potential with your actions!

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 73 Do I recognize defeat? - Plan not to - Defeat is a temporary condition. Set your course, and blow the obstacles out of the water. "Anyone who was prepared for defeat would be half defeated before he set out." David Farragut (approximate wording)

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 74 How can I turn today's negatives into positives? You can salvage many lessons from negative circumstances. Figure out a way to make them motivate you even more!

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 75 What is my ultimate goal? Know what you want and how you will get it. If your goal is to survive and succeed in your career and personal life - you've got to be tougher, more motivated and more focused than anybody who stands between you and your goal.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 76 Self Evaluation Attack your self imposed internal limitations, attack your laziness, weakness, and complacency and that of your subordinates. Attack the jobs that you hate with even more zest than the ones that you love.

2011 NATIONAL EDUCATION SEMINAR Leadership, a Primer 77 Thank You! You got questions? We got answers (maybe)

2011 national education seminar leadership, a primer 1 old fashioned leadership, a primer william f....

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