Old Fashioned Leadership, a Primer

1. WELCOME 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

2. Agenda Introduction Leadership Defined Listening Philosophy Principles Traits Self Evaluation

3. “Leadership is intangible, and therefore no weapon ever designed can replace it.” ––GEN Omar Bradley

4. “Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.” US Army FM 22-100

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

6. Questions?

7. Listening – What’s the Big Deal? • The Neglected Skill • Listening is the most usedof all communication skills • Listening is the least developedof all communication skills • Listening training improveslistening ability

8. Why Is Listening Important? My wife says I never listen to her. At least I think that’s 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 

9. Why Is Listening Important? Marge, it takes two to lie. One to lie and one to listen. — Homer Simpson

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”

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 )

12. Listening - Defined A selective process of receiving, attending to, understanding, evaluating and responding to aural sounds

13. Listening • Writing = 9% • Reading = 16% • Speaking = 30% • Listening = 45% Rankin (1926) - adults spend 70% of day communicating

14. Listening - Comparison Listening SpeakingReadingWriting Learned 1st 2nd 3rd 4th Used 45% 30% 16% 9% Taught Least 3rd 2nd Most

15. Listening – 4 Levels • Non-listener • Marginal listener • Evaluative listener • Active Listener

16. Listening – Why So Tough? • Uninteresting topics • Speaker’s delivery • Over stimulation by the message • Listening for facts • Outlining everything

17. Listening – Why So Tough? • Faking attention • Distractions • Avoiding the difficult • Emotional words • Wasting the speed differential

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)

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.

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

21. Questions?

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!

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.

24. “Which is first, mission or people?” Most simply put: The mission is FIRST. The people are ALWAYS.

25. Situational Leadership -Leadership Types • Autocrat • Democrat • Laissez Faire

26. Leadership TypesFM 22-100 • Directing • Participating • Delegating • Transformational • Transactional

27. Leadership TypesFMFM 1-2 • Telling • Selling • Participating • Delegating

28. Situational Leadership “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 (469–399)

29. One Minute Manager • Catch People Doing Things RIGHT! • Honey vs. Vinegar • Praise vs. Haze • Smart vs. Stupid • Influence vs. Intimidate

30. Follow Me! • Robert’s Rangers? • Roy Boehm • Most Succinct Leadership Philosophy

31. Questions Questions?

32. On Leadership Leadership Principles

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

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 honest–to–God, soul searching, self–evaluation is in order—and 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 can’t fool your subordinates. Look into their eyes—you’ll really learn something.” (Emphasis added.) ––GEN William Livsey 1985

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."

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 (469–399)

37. Make Sound and Timely Decisions Colin Powell: Experts often possess more data than judgment. P = 40% to 70%

38. Set the Example Don't worry that children never listen to you; worry that they are always watching you. – Robert Fulghum

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

40. Keep Your Subordinates Informed “Tell me how you’re going to measure me and I’ll tell you how I’m going to perform.” –– Eli Goldratt

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

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

43. Build the Team “Don’t begrudge the time you spend developing, coaching and helping your people to grow so they can carry on when you’re gone. It’s one of the best signs of good leadership.” ––Bernard Baruch

44. Employ Your Unit in Accordance With its Capabilities “What you cannot enforce, do not command.” ––Sophocles

45. Questions Questions?

46. On Leadership Leadership Traits

47. Traits of a Leader Marine Corps Values and Leadership User’s Guide for Discussion Leaders

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

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

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