Commentary: Getting back to the basics is key to leadership Published Jan. 29, 2010 By Chief Master Sgt. Deno Mackin Command chief, 505th Command and Control Wing HURLBURT FIELD, Fla. -- Get back to basics! We've all heard that of recent -- yet what does it mean? After listening to comments from a motivational speaker, here is an outlook by the numbers: 1. Lead every day! Right, wrong, or average, leading is about getting involved and staying involved on a regular, daily basis. Not once in a while and "if" we happen to feel like it. 2. Provide feedback and be specific. Tell it like it is by describing what a person is doing wrong and describing what a person should be doing that is right. The key is describing what proper behavior looks like. 3. Lead and treat each person differently (almost goes against our training huh?). We're all different. Take the time to learn about those you lead, learn who they are, what they like, what motivates them, then customize your leadership approach accordingly to effectively and individually lead each person. 4. Accountability. Provide those you lead with clear expectations and follow-up with concrete consequences (yes, it might mean being the "bad guy" yet leadership isn't about "likership"). Besides, lack of accountability causes a loss of leadership credibility -- if you think otherwise, you might not have ever been a follower. 5. Give orders. As a leader in charge, give orders and be clear with the specifications. Spell out everything -- state your expectations. Doing so removes the wasteful double-back required of those you lead if they happen to miss your vision. 6. Document performance. Taking a note on good and bad behavior is a good leadership skill. Putting that note along with three other negative trend notes into a counseling or reprimand is good leadership when and if the time comes. Otherwise, you're letting all those good performers down that are working hard and doing the right thing day in and day out. 7. Solve small problems. Addressing that "minor" irritant with those you lead -- the one that "kinda bugs you" but isn't worth the potential conflict--before it becomes a huge irritant is important. Important to our effective operation and important to the development of the person with the problem (albeit small problem). 8. Do more for some and less for others. One would think that's unfair. However, it's about giving people what they earn. We all know the hard-chargers volunteering for this, doing that, showing up lending a helping hand here, and dedicating themselves to the good of the mission. Call me wrong but I owe that person more of my time by writing a package, promoting them to the boss, and/or giving them advice on being successful. For all others, yes I'm still here for them, but how do you think they would react if I portrayed the same commitment level I perceive from them? Hmmm. Think about the basics, and as the boss says, lead with integrity and serve with excellence. Doing so will continue to propel our wing into the first class organization we are!
Commentary: Getting back to the basics is key to leadership Published Jan. 29, 2010 By Chief Master Sgt. Deno Mackin Command chief, 505th Command and Control Wing HURLBURT FIELD, Fla. -- Get back to basics! We've all heard that of recent -- yet what does it mean? After listening to comments from a motivational speaker, here is an outlook by the numbers: 1. Lead every day! Right, wrong, or average, leading is about getting involved and staying involved on a regular, daily basis. Not once in a while and "if" we happen to feel like it. 2. Provide feedback and be specific. Tell it like it is by describing what a person is doing wrong and describing what a person should be doing that is right. The key is describing what proper behavior looks like. 3. Lead and treat each person differently (almost goes against our training huh?). We're all different. Take the time to learn about those you lead, learn who they are, what they like, what motivates them, then customize your leadership approach accordingly to effectively and individually lead each person. 4. Accountability. Provide those you lead with clear expectations and follow-up with concrete consequences (yes, it might mean being the "bad guy" yet leadership isn't about "likership"). Besides, lack of accountability causes a loss of leadership credibility -- if you think otherwise, you might not have ever been a follower. 5. Give orders. As a leader in charge, give orders and be clear with the specifications. Spell out everything -- state your expectations. Doing so removes the wasteful double-back required of those you lead if they happen to miss your vision. 6. Document performance. Taking a note on good and bad behavior is a good leadership skill. Putting that note along with three other negative trend notes into a counseling or reprimand is good leadership when and if the time comes. Otherwise, you're letting all those good performers down that are working hard and doing the right thing day in and day out. 7. Solve small problems. Addressing that "minor" irritant with those you lead -- the one that "kinda bugs you" but isn't worth the potential conflict--before it becomes a huge irritant is important. Important to our effective operation and important to the development of the person with the problem (albeit small problem). 8. Do more for some and less for others. One would think that's unfair. However, it's about giving people what they earn. We all know the hard-chargers volunteering for this, doing that, showing up lending a helping hand here, and dedicating themselves to the good of the mission. Call me wrong but I owe that person more of my time by writing a package, promoting them to the boss, and/or giving them advice on being successful. For all others, yes I'm still here for them, but how do you think they would react if I portrayed the same commitment level I perceive from them? Hmmm. Think about the basics, and as the boss says, lead with integrity and serve with excellence. Doing so will continue to propel our wing into the first class organization we are!