Let's Go!

  • Published
  • By Col. Kevin Murphy
  • Commander, 436th Medical Group
DOVER AIR FORCE BASE, Del. --  There are literally hundreds, if not thousands of books written on leadership. Each has its own emphasis on what defines a leader, the most important tenets of leadership and how to develop into a leader. I have read my fair share of books on leadership and my favorite, by far, is Lincoln on Leadership by Donald T. Phillips. Phillips' ability to blend leadership tips and history make this an easy read.

Before I go any further, I'd like to take a step back and define leadership. Perhaps the best definition of leadership comes from Rosalyn Carter when she said "a manager takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to." With this definition in mind let's take a look at Lincoln on Leadership.

As commander in chief, Lincoln had a solemn responsibility to the Nation and his troops. He was charged with preserving the Union and abolishing slavery, but was also charged with the safe return of troops to their families. Lincoln knew that the only way he could lead his generals was to go out to the field and obtain, first-hand, the knowledge necessary to make the strategic decisions to win the war. The stories of Lincoln visiting battlefields, talking with troops, advising and in some cases firing his generals are legendary. Years later, the term "management by wandering around" was coined by Tom Peters and Bob Waterman and described a style of management in which managers wander around in an unstructured manner, at random, checking on employees, equipment and working conditions.

With a working definition of leadership and what I feel is one of the most important tenets of leadership, I'd like to share my thoughts on what makes an effective leader.

First, it is necessary to establish a strategic plan. Your plan must be easily understood by all and everyone must know how they contribute, regardless of their assigned duties. Failure to communicate your strategic plan will reduce unit effectiveness and cohesion.

Next, develop measurable goals that serve as mile markers on the road to your vision. Goals that cannot be measured do not add value and will ultimately lead to frustration and dissatisfaction in the unit.

Lead by "walking" around and not "wandering" around. This may seem like semantics, but there really is a difference. Leadership by walking around is focused and is dependent on frontline supervisors providing you information about the personnel they supervise. Personal things such as completion of a college course, scoring above 90 on an end of course test, doing well on a physical fitness test, etc, must be communicated to leadership so they can walk around and congratulate the member amongst his/her co-workers. This public recognition of accomplishments in the individual's duty section is critical for morale.

Be fully committed to the mission and those you lead. Those you lead will expect nothing less from you.

Have passion for the work you are doing and instill passion in others. The work we are all doing is far too important to simply be considered a job.

Lastly, be a leader and not a boss. Harry Selfridge, a self-made businessman who revolutionized department store shopping in the early 19th Century stated it most eloquently when he said "the boss says go, the leader says let's go." Let's go!