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15 Things for Leaders
I’ve now spent over three years “on the bridge” of two very large organizations --- U.S. Southern Command in Miami and, of course, more recently U.S. European Command. As I reflect on my experience, both at this level and really since becoming a ship captain, I have come away with 15 things that have stood kept me in pretty good stead. Some of them I’ve picked up from my bosses along the way, some I’ve discovered through reading biography biographies of people I admire and history of events that have impacted my life and thought, and others are purely my own, often learned from my own failures and shortcomings.
These days, I offer them to other senior folks in my command, not as strict guidance, but as a reflection of some ideas that are valuable to me – things that work well and fit my own personality and style. I then encourage senior leaders to decide what works for them. I think the important thing for any leader, in the military or out, is to come up with his or her own list, try them out over time, and – if they come to fit pretty well – try to live them; therein, of course, lies the real challenge.
1. Speak and write with simplicity and precision. Don’t accept imprecision from those around you.
2. Use humor often. It can relieve tension in large meetings.
3. Prepare deeply for the key events. Making sure you understand which events truly matter.
4. Stay physically fit. Pursue medical issues aggressively.
5. Be your own spokesman and briefer.
6. Spend the most time on personnel matters – at least one fourth of all disposable time.
7. Carve out time to think. Write down your thoughts. Share them with others whose opinions you respect.
8. Have a relaxing weekend routine. The opportunity to recharge out of the immediate venue is priceless.
9. Don’t lunge at the ball. So many decisions are made in haste, under pressure, via emotional reaction, or with incomplete facts. Take the time to gather the information you need. Don’t be driven by anyone else’s timeline unless absolutely required (i.e. the law).
10. Details matter, but think big thoughts. Balance the time spent on both – absorbing and understanding details AND sitting back from the thicket of the day-to-day and trying to think through new ideas, concepts, and necessities for the enterprise.
11. Understand the process. So often, the outcome is paradoxically less important than getting the process right. “In on the takeoff, in on the landing.”
12. Look at the law or the regulation for yourself. Don’t rely on summaries, staff member’s or lawyer’s opinion as to what the law says. Get it and read it yourself.
13. Organize yourself. Don’t turn over your personal organization to assistants, no matter how good they are. Much of the value of getting organized – putting things in the right folders, following up on memos sent, building a “day folder” – is that you are forced to think holistically about the events. The essential material thus gets into your head.
14. Carve out time to read. Take a balanced approach—fiction, non-fiction, professional journals – it all fits together in the end.
15. Remember that a true leader is servant to all, master to none.
Sometimes people ask me about things to avoid. I suppose the thing I work the hardest to avoid is losing my temper. Anger is so counter-productive in any work place. The job of a leader is to bring order out of chaos – when the leader blows up, it only injects chaos into the equation. And in order to avoid losing your temper, the best approach is not to take yourself too seriously, recognize everyone (including you) makes mistakes, and keep balance between your life and work – there is a difference.
So, that's my personal list of "15 Things for Leaders." Since everyone has their own beliefs and personal style when it comes to leadership, I'd enjoy hearing from you on this topic: What leadership principles are important to you and why?
Admiral James G. Stavridis
Commander
U.S. European Command
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Comments: 14
On item 12 of “15 things for leaders” 12. Don’t rely on … lawyer’s opinion as to what the law says. Get it and read it yourself. This point ignores the role of legal advisers: “Commanders’ attorneys and honest brokers” It is good to read the law and the principles may be grasped by anyone with certain level of education and then you do not need lawyers until an International Court calls you asks you why you prepared your OPLAN, your ROEs or your Targeting Priority List this way…because then it comes the figure of the “Commander’s Responsibility” Then the commander will regret not having counted on an honest broker and attorney in the thinking phase of an operation or simply an administrative decision that can cost much money simply because someone read the law but…alas! forgot to read the jurisprudence. Do not agree with point 12 at all! By the way, I recommend you to read the Hippocrates Aphorisms and perform an open heart surgery…if the patient accepts, of course! Speaking of medicine and lawyers “It is better to prevent than to cure”
Great list! It’s going up on my wall right next to General Powell’s 13 Rules. One of the things I've always emphasized very strongly, and it proved to be most valuable when leading SAF/IE after the transitions in the Air Force in 2008, is transparency. Rumors can damage any organization and the antidote for rumor and speculation is to be as transparent as possible so people know what’s going on and why. There will always be things that must be closely held, but for the vast majority of things, the more people know, the better.
Thanks for these great responses to my blog. I enjoy hearing from folks that I may not necessarily get the chance to talk to in my daily routine. As you'll know from my posts, I'm traveling a lot and this is a great forum in which to pause for a second and put my thoughts down. Please keep the feedback coming and I challenge all of my other readers to do the same.
Andres, what I mean by point 12 is, it's important to always know the law. Yes, I rely on the lawyers a great deal and they are truly an integral part of my staff who advise me every day. However, ignorance of the law excuses no one. A good leader relies on staff's advice, but must have firsthand knowledge of the law, as well. Thanks!
As a Fletcher guy I was taught that when something is written and lately read by laymen or simply by others who will come after us...we will not be there for explaining what "I mean" but what is there [written]. So that it is better to write it good from the outset and correct it if wrong or misleading later on. Your point 12 is pretty clear: "Don’t rely on … lawyer’s opinion as to what the law says" it does not say "Ignorantia legis neminem excusat" and that law must be known but it says must be interpreted...yes but until certain point. Amateurism is something that your two commands cannot afford as we deal with very serious stuff...with history and the future of our children. For the sake of our leaders and the leaders to come this point 12 needs to be rephrased at the least. Just a suggestion. In other note, my compliments for the idea as well as for your June "traits" and "top four". I like specially point 6 of the 15 things above on personnel...no human capital...no other capital.
ADM, thank you for posting your list on this blog. For my part, the principal idea I've attempted to keep in mind while working with people, whether in a commander-subordinate relationship, or as a collaborative peer across organizational lines, is that generally speaking, people do not wake up in the morning and hope to fail. Seniors, subordinates, and colleages alike may have divergent objectives or differing levels of situational awareness about issues, but most, if not all, have good intentions and seek to solve problems, not create new ones. The challenge of leadership, even peer-to-peer leadership, is empowering that motivation to succeed, and aligning it with the goals of the collective body, thereby strengthening the overall effort together.
Sir, Great post! I had the privilege of serving as the helo det commander there at Chievres for the past three years (leaving the day after you took over). I am serving a year-long tour teaching Army ROTC before I take battalion command in the 82d Airborne Division next summer. I shared your post with my senior class of cadets as I believe it is perfectly relevant for them, at the very beginning of their career. Your thoughts on things to avoid was excellent as well. Leadership is a people business and your post reinforced that message with our future officers perfectly. Safe travels!
Andres, Fair enough, thanks for the suggestion!
Mi Almirante: Thanks for this great lesson. For me an important leadership principle is to be wise enough to identify the leaders who have made positive changes and be able to follow their example. It is intelligent to learn from our own experiences, but is even wiser to learn from others success or failures. That's why I'm still reading your blog, even though I can't find it any more in SOUTHCOM's spotlight! Atentamente, David. A. Hardy Captain, Chilena Navy Liaison Officer US Southern Command
Sir, I am too small to comment. But liked your blog and loved point No 15. Rgds, Shri
Sir; As always - an interesting post. My list has a generational twist to it as that was my focus during my graduate studies and beyond. It focuses on how Generation-X wants to be led and will/does lead. 1. Do not micro-manage. Micro-management kills creativity and indicates a lack of trust. 2. Leadership not management. People want leadership - each of us can manage ourselves. As has been stated elsewhere: Manage things and lead people. 3. Motivate by freedom/autonomy. SInce motivation is inherently intrinsic you can release each person's motivator by allowing them to seek their own path - when appropriate. 4. Empower. Provide a broad vision and let people go. 5. Allow for creativity. Similar to your view - in that there is more than one way to accomplish a task. Just a few thoughts from an X'er. CW4 Paul Dannar
Wonderful perspective on leadership! I think I would add also to focus on the things you can control and don't worry about the things you can't control. However, you have to clearly itemize the two. Safe Travels! Happy Fall to ALL!!
Dear Sir, Thank you very much for your insights on the most important element of military affairs - leadership. To Command is something that cannot be fully taught at a desk. It can be refined using "academic" techniques but is really genetic. I also think that the Command at Sea brings out the best or the worst of any leader or Commander. It is under an unwavering sea that men realise their true dimension and humanity. Any leader who demonstrates his humanity, revealing minor faults rather than perfections, characteristic of any human being, has a profound ascendent over subordinates instead of harming the exercise of Command which would be the immediate conclusion one would make. The difference between Command and Preside, Direct, Supervise, Superintend, etc is that a Commander tells a subordinate to go somewhere but to be careful because he might die in doing so and he goes without any hestitation. Just an opinion. Thank you again. With my best regards, Manuel Mota Commander Portuguese Navy Staff Officer Lessons Learned NATO Supreme Allied Command Transformation Norfolk, VA
Sir, The most important rule to me is no. 15. If we all think in that context, then the other 14 will follow suit. If one practice being a servant to all then it keeps your opportuniry for excellence to increase by all people. Thank you for the wisdom and these principles were definitely seen/felt while serving with you on the Enterprise. Thanks