Speech: Leadership by Giving Subordinates the Honor
1. Its 0630 and I'm in full service dress blues. I've been told that I must report to the Wing Deputy Commander to explain the actions of a Communication Security (COMSEC) incident that has occurred in my section. I am in charge of the account but did not personally have anything to do with the incident. Do I shift blame to the Airman that committed the incident? What would you do in this situation? In the next few pages, I hope to explain to you the importance of good leaders giving honor to their subordinates when they succeed and taking the blame when they fail.
2. How easy is it to take responsibility for your subordinates work? Now think, how easy is it to take the blame for your subordinate's failure? As a leader, we must give subordinates the honor when they succeed and be ready to accept the responsibility of our subordinate's actions when they fail. In order for me to encourage you to practice this, you first need to understand how both of these actions can benefit the team. First, we'll look at the advantages of giving honor to our subordinates when they succeed, then we'll look at some advantages in taking the blame for our subordinates.
3. What are the advantages of praising our subordinates? What type of qualities should a leader have? These are the questions you should ask yourself. Be modest and humble, and praise when praise is due. According to an article in the Marine Corps Gazette, Lord or Leader Modesty Will Force Introspection, "Leaders are modest; lords are not. A modest person is a person who is constantly introspective and places his or her position and accomplishments into proper perspective." (Lyman: 49) A good example of modesty and honoring subordinates when they succeed happened to myself in 1998. I was in charge of the largest COMSEC account on the base. Our section went through a command COMSEC inspection and received an outstanding rating. During the out brief with the wing commander, the inspector singled me out as being the best COMSEC custodian in 15th Air Force.
The role of a leader is often inaccurately defined as an individual who is in a position to give orders. However, there are enormous differences in the attributes of an outstanding leader, and one of mediocrity. An outstanding leader, above all else, is a role model for their peers. In doing so, a leader of the highest caliber is trustworthy in both their peer’s trust for the leader as well as the leader’s trust of their peers. A leader must also display exceptional skill in communication which transcends speaking and, more importantly, includes listening and consideration to the ideas presented to them. Furthermore, a leader must be supportive of and willing to help their peers build their own strengths. The attributes listed above represent only a small subset of what makes an outstanding leader. Yet,
• Accountability: We don’t say, “It’s not my fault” or “It’s not my job.” We take responsibility for meeting our commitments – our personal ones as well as those of the entire organization. We take ownership of the
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
Social change and charity have two different effects on the community in chapter one of Leadership for a Better World by Susan R. Komives. Chapter one discusses the differentiation in the ideas when one is more practical in a culture. Social change is defined as affecting the root of the social problem (Komives 11). An example of social change is the Civil Rights Movement, where Martin Luther King Jr. led groups of people to end segregation. King wasn’t just trying to help the problem of having sit in the back of the bus or drinking from different water fountains, his objective was to generate an equal society where racial segregation didn’t exist. Charity classification as donating food, money, and other kinds of goods is given to a community. An illustration of this is the local soup kitchen, where they provide food for the
The first area identified for improvement is praising people for a job well done. Too many times I have passed on the opportunity to publicly recognize member either formally or informally for their efforts. From my point of view, when a task is assigned it is expected to be completed to the highest level of competency. Meeting this standard leaves little room for exemplary performance to be recognized. I intend to correct this by taking
Earlier in March 2014 the senior leadership of the Air Force, to include the Secretary of the Air Force, the Chief of Staff, and the Chief Master Sergeant of the Air Force, made a statement to all airmen. They stated that “being an Airman is more than a job, when we voluntarily raised our right hands and took an oath to support and defend the Constitution, we became members of the profession of arms”, they also said that along with our profession of arms we are given and accept a sacred trust given to us by the American people, that to be worthy of this trust we must “build our lives and shape our service on the foundation of our core values”, and that when Airmen fail to live up to our core values, the reputation of all who serve is tarnished” (letter to airman, Mar 2014). Recently, I was tasked to deliver a briefing for the J3 monthly training day. This tasking was a result of my negligence in updating a certain system that is vital to the J3 watch floor. My briefing, although filled with correct information and guidance, was also slaked with profanity and unprofessional gestures. Regardless of any circumstances that may have been the cause for these actions, the actions needed correction. Correction was given, which was responded to by more profanity and provoking actions. After I showed such disrespect to my non-commissioned officer in charge, he escorted me to my supervisor and my actions were made known to him. During this time I was still acting very contentious and disrespectful, making snide comments and standing with such contempt as if to say “are you done now”. This of course escalated into more serious action by my leadership which very well could have been avoided had I done my duty correctly in the first place. The...
...e reasoning behind how we lead should not change no matter what environment we are in. Troops listen and absorb our demeanor no matter what disposition we display. When Leaders fail to take initiative as problems present themselves in the rear, junior marines observe this complacent attitude and accept indecisive attitudes that decrease the unit’s ability to problem solve and act as issues arise. Breaking down our role as Marines we are expected and known by the outside world as hard charging, fearless men who ruthlessly wage and win wars by crushing our opponents with relentless force. However, with the ever evolving Marine Corps and the vast differences in MOS and job training we have to hold these Marines accountable, and in order to do so we must continue our long tradition of confident men, who trust their own skills and who make decisions without hesitation.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
...n was yet another display of the most beneficial style of leadership. Putting together teams, holding regular meetings in locations that were conducive to deep thinking, allowing debates, and discussions to take place, not choosing sides and arriving at a consensus is the very core of team building and fostering inclusive environments. Doing it all while displaying sound ethical principles routed in being a southern Baptist Minister enabled Dr. King to achieve huge successes as the primary leader of the Civil Rights Movement. Taking notes from one of the great leaders of yesteryear can and does help senior non-commissioned officers get better. Being an effective motivating speaker, putting the organization before self, team building, and having appropriate ethical principles to back it all up go hand in hand with leading Airman in today’s United States Air Force.
Respect is probably the most important trait that needs to be shown towards your superiors. Every Armed forces branch in the United States of America has a chain of command in which respect is the main premise behind the entire organization. Respect backs the ideals and leadership within any chain of command. Respect is important in the design of the military system itself. You have to automatically trust and do what higher ranking cadet, or any cadre member says because they hold power and most likely have more experience then you. You must show them respect to because they have more knowledge and know how, not to mention they have earned the stop they are in. Respect also tires into the worrier’s ethos, which is an important aspect of what it means to be a member of the army.
Military qualities include; loyalty to the nation, duty, and selfless service. If you 're looking to be the next leader in a military unit then you must determine what is expected of your unit. Leaders have a good morale, discipline, and proficiency. They are able to do what is asked of them and then some. They would literally die for what they believe in, and pass on their knowledge to younger generations to protect this country. If you 're wondering how to better improve your leadership skills, the military is the best place to look (Notes on Military Leadership, 2016) More often than not we think we can only find leaders in specific areas, but we 're wrong. Leaders can be found all over the world and can still have different virtues and values. What makes a good leader is how they present themselves and how they can gather people together and bring out their best qualities. Leaders exhibit traits that can be found in everyday people because leaders are just everyday people that want to make this a better world to live
As a business person, should be responsible for himself by practicing compelling administration aptitudes. The one should know the procedure with a specific end goal to effectively execute the procedure. It's less demanding to maintain a strategic distance from errors when you know how to evaluate esteem and decide him next strides.
1. Leadership is the ability to bring people together while motivating and inspiring them to work as a team to achieve a common goal. There have been several leadership influences in my life. From a very young age, I watched my father lead his troops while serving as a senior enlisted member of the U.S. Army. I saw how he held them accountable for doing their jobs on one hand while mentoring them and giving them the direction they needed, sometimes almost like a father figure on the other. Working for four different law enforcement agencies over the last twenty-seven years, I have been exposed to several supervisors, some good and some not so good. Looking back on it, I believe my leadership philosophy has been influenced more by the bad supervisors than the good ones. The first thing they showed me was the difference in a supervisor or manager and a leader. Very few of them cared for their members at all. They seemed to be more interested in their next promotion and gave little to no attention to mentoring their members and helping them achieve anything they wanted to achieve. Because of this, there always seemed to be a morale problem. The members never seemed motivated to do anything other than the bare minimum to get by.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well