Military Leadership Development Concepts

Every person communicates and processes information differently.  You need to discover your own strengths, and establish your own style.

In the WWII Pacific campaign, 'Bull' Halsey (left) and Raymond Spruance (right) had very different styles.  But both were highly effective fleet commanders.

Every individual in your unit will be different.  They have different strengths, goals and ways of thinking about problems.  You must know them to take advantage of this diversity, and to create a motivational environment for all.

There is no substitute for competence under both normal and crisis conditions.  Continuous learning is a requirement.  Reactions to various situations are rehearsed until correct responses are automatic.

Succession planning is a regular part of military leadership.  It has to be - it must be anticipated that casualties could occur.  

Initiative is also a requirement.  Everyone needs to be ready to adjust to changing conditions to complete the mission of their unit.

Adaptability is just as important in most organizations, but often underdeveloped.

'Troops Eat First' - a principle honored in the military.  Senior leaders take care of their people.  Individuals will be pushed hard, but will be respected.

Having people in your organization know that their leaders care is a prerequisite for engagement.

The military operates extremely complex equipment in life and death environments.  And it does this with remarkably young crews.

This works because of a cultural system of well-developed processes and rigorous training.

You likely do not need a system as thorough as this, but there are useful elements for all organizations.