2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
WELCOME
Old Fashioned Leadership,
a Primer
William F. Hinners, Jr., CPPM, CF North Texas Chapter
(MSgt, USMC Retired)
Lyle V. Hestermann, CPPM, CF, Hoosiers Chapter
(LtCol, USAF Retired)
July 2011
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2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Agenda
Introduction
Leadership Defined
Listening
Philosophy
Principles
Traits
Self Evaluation
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Leadership, a Primer
“Leadership is intangible, and therefore no
weapon ever designed can replace it.”
––GEN Omar Bradley
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Leadership, a Primer
“Leadership is influencing people—by providing
purpose, direction, and motivation—while
operating to accomplish the mission and
improving the organization.”
US Army FM 22-100
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Leadership, a Primer
 Definition: The sum of those qualities of
intellect, human understanding, and moral
character that allow a person to inspire and
control a group of people successfully.
 Purpose: The purpose of the Marine Corps
leadership is the creation and maintenance of
an organization which will loyally and willingly
accomplish any reasonable task assigned or
indicated, and will initiate suitable action in
the absence of others.
http://www.6mcd.usmc.mil/ftl_site/Handbook/marine_corps_leadership.htm
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Leadership, a Primer
Questions?
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2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Listening – What’s the Big Deal?
 The Neglected Skill
 Listening is the most used of all
communication skills
 Listening is the least developed of all
communication skills
 Listening training improves listening ability
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Leadership, a Primer
Why Is Listening Important?
My wife says I never listen to her. At least I
think that’s what she said. — Anonymous
Congress is so strange. A man gets up to
speak and says nothing, nobody listens and
then everybody disagrees. — Will Rogers
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Leadership, a Primer
Why Is Listening Important?
Marge, it takes two to lie.
One to lie and one to listen.
— Homer Simpson
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Leadership, a Primer
Not Listening = Costly Mistakes
 Lyman Steil, a corporate consultant said in 1980,
“With more than 100 million workers in this country,
a simple $10 mistake by each, as the result of poor
listening, would add up to a cost of $1 billion, and
most people make numerous listening mistakes
each week”
 Dispatcher of a large trucking firm sends 8 trucks to
Portland, Oregon instead of Portland, Maine
“$100,000 loss”
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Hearing vs. Listening
Hearing
= physical act of receiving sound
= passive process
= no effort
Listening = selective process
= an active process
= work (and lots of it )
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Leadership, a Primer
Listening - Defined
A selective process of receiving,
attending to, understanding, evaluating
and responding to aural sounds
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2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Listening
Rankin (1926) - adults spend 70% of day
communicating
 Writing = 9%
 Reading = 16%
 Speaking = 30%
 Listening = 45%
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Leadership, a Primer
Listening - Comparison
Listening
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Speaking
Reading
Writing
Learned
1st
2nd
3rd
4th
Used
45%
30%
16%
9%
Taught
Least
3rd
2nd
Most
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Listening – 4 Levels
 Non-listener
 Marginal listener
 Evaluative listener
 Active Listener
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Leadership, a Primer
Listening – Why So Tough?
 Uninteresting topics
 Speaker’s delivery
 Over stimulation by the message
 Listening for facts
 Outlining everything
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Leadership, a Primer
Listening – Why So Tough?
 Faking attention
 Distractions
 Avoiding the difficult
 Emotional words
 Wasting the speed differential
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Leadership, a Primer
Listening – 5 Step Process
 Receiving - starts with a sound
 Attending to - paying attention to the sound
 Understanding - assigning meaning to what
you hear
 Evaluating - agreeing or disagreeing
 Responding - action (verbal or non-verbal)
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Listening – Helpful Hints
 Maintain eye contact with the speaker.
 Focus on content, not delivery.
 Avoid emotional involvement.
 Avoid distractions.
 Treat listening as a challenging mental task.
 Stay active by asking mental questions.
 Use the gap between the rate of speech and
your rate of thought.
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Better Listening
 Be conscious of your listening behavior
 Motivate yourself to listen
 Prepare yourself to listen
 Control your reactions
 Work at listening
 Listen for ideas
 Concentrate on the message
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Questions?
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Personal Leadership
Philosophy
 Which Comes First, Mission or People?
 Situational Leadership
 11 Principles of Leadership
 Traits of a Leader
 Catch People Doing Things Right!
 Follow me!
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“Which comes first, mission
or people?”
USMC LEADERSHIP: PRIMARY AND
SECONDARY OBJECTIVE
Mission Accomplishment: The primary
objective of the Marine Corps leadership is
to accomplish the mission -- (get the job
done).
Troop Welfare: The secondary goal of
leadership is to provide for the welfare of
Marines.
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“Which is first, mission or
people?”
Most simply put:
The mission is FIRST.
The people are ALWAYS.
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Situational Leadership Leadership Types
 Autocrat
 Democrat
 Laissez Faire
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Leadership Types
FM 22-100
 Directing
 Participating
 Delegating
 Transformational
 Transactional
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Leadership Types
FMFM 1-2
 Telling
 Selling
 Participating
 Delegating
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Situational Leadership
“The General must know how to get his men their
rations and every other kind of stores needed for war.
He must have imagination to originate plans, practical
sense and energy to carry them through. He must be
observant, untiring, shrewd, kindly and cruel, simple
and crafty, a watchman and a robber, lavish and
miserly, generous and stingy, rash and conservative.
All these and many other qualities, natural and
acquired, he must have. He should also, as a matter of
course, know his tactics, for a disorderly mob is no
more an Army than a heap of building materials is a
house.” ––Socrates (469–399)
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One Minute Manager
 Catch People Doing




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Things RIGHT!
Honey vs. Vinegar
Praise vs. Haze
Smart vs. Stupid
Influence vs. Intimidate
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Follow Me!
 Robert’s Rangers?
 Roy Boehm
 Most Succinct Leadership Philosophy
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Leadership, a Primer
Questions?
Questions
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On Leadership
Leadership Principles
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Principles of Leadership
 Be technically and tactically proficient.
 Know yourself and seek self-improvement.
 Know your Marines and look out for their welfare.
 Keep your Marines informed.
 Set the example.
 Ensure assigned tasks are understood, supervised, and





accomplished.
Train your Marines as a team.
Make sound and timely decisions.
Develop a sense of responsibility among your subordinates.
Employ your command in accordance with its capabilities.
Seek responsibility and take responsibility for your actions.
FMFM 1-2
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Know Yourself and Seek Self
Improvement
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“You can assign a man to a leadership position, but no one will ever
really be a leader until his appointment is ratified in the hearts and
minds of his soldiers. The first thing to do in operating as a leader is
be honest with them. The problem is there is much rhetoric in this
business. There is not enough honesty with ourselves about just who
we are and whether we are really perceived as a leader by our
subordinates. An honest–to–God, soul searching, self–evaluation is
in order—and very difficult to do. I think this is the first vital step as
one goes about the business of becoming a better leader. Your
soldiers will gauge how well you are doing. You can fool bosses, and
at times even peers, but you can’t fool your subordinates. Look into
their eyes—you’ll really learn something.” (Emphasis added.)
––GEN William Livsey 1985
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Seek Responsibility and Take
Responsibility for Your
Actions
During training exercises, the lieutenant who was driving
down a muddy back road encountered another jeep
stuck in the mud with a red-faced Colonel at the wheel.
"Your jeep stuck sir?" asked the lieutenant as he pulled
alongside.
"Nope," replied the Colonel, coming over and handing him
the keys, "Yours is."
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2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Be Technically and Tactically
Proficient
“The General must know how to get his men their rations
and every other kind of stores needed for war. He must have
imagination to originate plans, practical sense and energy to
carry them through. … He should also, as a matter of
course, know his tactics, for a disorderly mob is no more an
Army than a heap of building materials is a house.”
––Socrates (469–399)
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Leadership, a Primer
Make Sound and Timely
Decisions
Colin Powell:
Experts often possess more data
than judgment.
P = 40% to 70%
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Leadership, a Primer
Set the Example
Don't worry that children never listen to you;
worry that they are always watching you.
– Robert Fulghum
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Know Your Soldiers and Look
Out for Their Well-being
“A reflective reading of history will show that
no man ever rose to military greatness who
could not convince his troops that he put
them first, above all else.”
––GEN Maxwell Taylor
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Keep Your Subordinates
Informed
“Tell me how you’re going to measure me and
I’ll tell you how I’m going to perform.”
–– Eli Goldratt
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Leadership, a Primer
Develop a Sense of Responsibility
in Your Subordinates
“"There are lessons to be learned from mistakes.
Good leaders create an environment where
subordinates are allowed to make mistakes, yet
are not put into situations for which they are
unprepared or for which the scope of the
mistake could be dangerous."
- General Charles Krulak
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Leadership, a Primer
Ensure the Task is
Understood, Supervised and
Accomplished
“Communications, or the ability to inform
people what you expect of them in
understandable terms and the ability to
transmit to them your interest in them, is the
key to successful leadership.”
––GEN Harold K. Johnson
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Build the Team
“Don’t begrudge the time you spend developing,
coaching and helping your people to grow so they can
carry on when you’re gone. It’s one of the best signs of
good leadership.”
––Bernard Baruch
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Employ Your Unit in Accordance
With its Capabilities
“What you cannot enforce, do not command.”
––Sophocles
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Questions?
Questions
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On Leadership
Leadership Traits
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Traits of a Leader
Integrity
Justice
Knowledge
Enthusiasm
Courage
Bearing
Decisiveness
Endurance
Dependability
Unselfishness
Initiative
Loyalty
Tact
Judgment
Marine Corps Values and Leadership User’s Guide for Discussion Leaders
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Integrity
"The message to junior and mid-level officers
was that you could be honest about
shortcomings, or you could get ahead, but you
couldn't do both. The result was an
organization with plummeting morale that fell
into the habit of lying to itself."
- James Kitfield
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Leadership, a Primer
Integrity
"The truth of the matter is that you always
know the right thing to do. The hard part is
doing it."
- General H. Norman Schwarzkopf, US Army,
Persian Gulf War
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Integrity
“Everything you have in this world
can be taken from you - your health,
your wealth, your family, everything
you value EXCEPT your integrity.”
No one can take that away you can only give it away”
Col David F. Treuting
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Integrity
13 - 2nd Lieutenants kicked out of The Basic School
Including 2 former Naval Academy football players
(May 2010)
Why?
Cheating on the final land navigation exercise
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Integrity
Gen James Conway, Commandant of the Marine Corps
“We can tolerate many things
BUT not integrity violations”
“Personal integrity is the heart of Marine Corps
leadership”
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Knowledge
Money Talks and Bullshit Walks
- Anonymous
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Courage
"What all successful leaders have in common
is a strength of will that enables them to face
the most challenging tasks and extract the
most from their subordinates."
- Fleet Marine Force Manual, USMC
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Decisiveness
"We must encounter risks if we fight, and we cannot
carry on war without fighting. . . . [General George]
McClellan's vice . . . was always to have everything
just as he wanted before he would attack, and before
he could get things arranged as he wanted them, the
enemy pounded on him and thwarted all his plans."
— General George Meade, Union Army, Civil War
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Dependability
“Rank is given you to enable you to better
serve those above and below you. It is not
given for you to practice your
idiosyncrasies.”
––GEN Bruce Clarke
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Initiative
"I would offer . . . that a military force that will not
tolerate a certain amount of audacity in its day-to-day
routines is likely to find audacity lacking when it
counts. As we continually tell ourselves, we fight the
way we train. Most certainly, we fight the way we think.
The alternative is to accept the form of institutional
behavior said to have been inculcated in members of
the British Foreign Service in the years leading up to
World War I: 'Actions have consequences;
consequences are unpredictable; therefore, take no
action.'"
— Captain Michael Dunaway, USN
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Tact
“Leadership in a democratic army means
firmness, not harshness; understanding, not
weakness; generosity, not selfishness; pride,
not egotism.”
––GEN Omar Bradley 1953
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Justice
"He [a naval officer] should not be blind to a
single fault of any subordinate, though, at the
same time, he should not be quick and
unfailing to distinguish error from malice,
thoughtlessness from incompetency, and wellmeant shortcoming from heedless or stupid
blunder."
John Paul Jones, USN
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Enthusiasm
“Optimism is axiomatic with leadership. And in
those grave days and hours (late 1942), four
words from MacArthur meant as much to me
as a new squadron of airplanes. Those words
were: ‘George, we’ll do it.’ That attitude
breeds victory and success.”
––GEN George Kenney (MacArthur’s Air Chief)
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Bearing
Don't worry that children never listen to you;
worry that they are always watching you.
– Robert Fulghum
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Enduring
And what does this bring to mind?
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Photo by Jim Bowen
Used by permission of
Commons.wikimedia.org
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Unselfishness
“Leadership in a democratic army means
firmness, not harshness; understanding, not
weakness; generosity, not selfishness; pride,
not egotism.”
––GEN Omar Bradley 1953
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Loyalty
A priority of loyalties:
–
–
–
–
–
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Military
Mission
Command
Comrade
Self
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Judgment
Make the best decision possible based on
available information.
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Management vs. Leadership
“Leaders are people who do the right thing.
Managers are people who do things right.”
-- Warren G. Bennis
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Management vs. Leadership
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Managers
Leaders
Problem Solvers
Analyzers of purposes and
causes
Statistics Driven
Values Driven
Seek conflict avoidance
Not only accept but invite conflict
Thrive on predictability
Ambiguous
Assure that the organization’s
objectives are achieved, even if
they disagree with them
Assure that their objectives and
those of the organization become
one in the same
REFERENCE: AF OTS LEADERSHIP PRINICPLES AND TRAITS
2011 NATIONAL EDUCATION SEMINAR
Leadership, a Primer
Questions?
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Leadership, a Primer
Self Evaluation
Adapted from
“Leadership Secrets of the Rogue Warrior”
by Richard Marcinko
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Know Yourself
 What Drives Me?
 Was I Always This Way?
 What Will Satisfy Me?
 Do I Recognize Defeat?
 How Can I Turn Today’s Negatives Into
Positives?
 What Is My Ultimate Goal?
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What drives me?
Be willing to find your limits and extend them.
Was I always this way?
You will change for the better if you use every
experience and choose to learn from it.
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What will satisfy me?
Nothing should until you are merging your full
potential with your actions!
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Do I recognize defeat?
- Plan not to - Defeat is a temporary
condition. Set your course, and blow the
obstacles out of the water.
"Anyone who was prepared for defeat would
be half defeated before he set out."
David Farragut (approximate wording)
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How can I turn today's
negatives into positives?
You can salvage many lessons from negative
circumstances. Figure out a way to make them
motivate you even more!
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What is my ultimate goal?
Know what you want and how you will get
it. If your goal is to survive and succeed in
your career and personal life - you've got to be
tougher, more motivated and more focused
than anybody who stands between you and
your goal.
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Self Evaluation
Attack your self imposed internal limitations,
attack your laziness, weakness, and
complacency and that of your subordinates.
Attack the jobs that you hate with even more
zest than the ones that you love.
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Thank You!
You got questions?
We got answers
(maybe)
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