Leader And Subordinate Quotes

Good governance never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders.

When a leader takes too much ownership, there is no ownership left for the team or subordinate leaders to take. So the team loses initiative, they lose momentum, they won't make any decision, they just sit around and wait to be told what to do.

Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

The best CEO is the one who combines the qualities of a leader and the ability to listen to subordinates.

A leader who allows their subordinates to suffer as proof of who is the boss likely quenches their thirst with salt water from a rusted canteen.

Submission means that a wife acknowledges her husband’s headship as spiritual leader and guide for the family. It has nothing whatsoever to do with her denying or suppressing her will, her spirit, her intellect, her gifts, or her personality. To submit means to recognize, affirm, and support her husband’s God-given responsibility of overall family leadership. Biblical submission of a wife to her husband is a submission of position, not personhood. It is the free and willing subordination of an equal to an equal for the sake of order, stability, and obedience to God’s design. As a man, a husband will fulfill his destiny and his manhood as he exercises his headship in prayerful and humble submission to Christ and gives himself in sacrificial love to his wife. As a woman, a wife will realize her womanhood as she submits to her husband in honor of the Lord, receiving his love and accepting his leadership. When a proper relationship of mutual submission is present and active, a wife will be released and empowered to become the woman God always intended her to be.

A leader must lead but also be ready to follow. Sometimes, another member of the team—perhaps a subordinate or direct report—might be in a better position to develop a plan, make a decision, or lead through a specific situation.

True leaders, even when a subordinate is at fault, will take full responsibility for a mistake. An effective leader will then immediately take action to correct the situation.

Unfortunately, what she had here and now was a nervous and highly principled subordinate to reassure. It wasn’t a leader’s place to cast herself trembling on a junior’s shoulder and confess uncertainty. It wasn’t even a leader’s place to suggest that they might be in an indefensible position and should be grateful for any allies that they could get. It was a leader’s job to project a calm mastery of the situation, while also encouraging subordinates to develop decision-making skills. Assuming that they made the right decisions. A leader’s job was a crock of shit.

Accountability is an important tool that leaders must utilize. However, it should not be the primary tool. It must be balanced with other leadership tools, such as making sure people understand the why, empowering subordinates, and trusting they will do the right thing without direct oversight because they fully understand the importance of doing so.

We are told again and again by patriarchal mass media, by sexist leaders, that feminism is dead, that it no longer has meaning. In actuality, females and males of all ages, everywhere, continue to grapple with the issue of gender equality, continue to seek roles for themselves that will liberate rather than restrict and confine; and they continue to turn towards feminism for answers. Visionary feminism offers us hope for the future. By emphasizing an ethics of mutuality and interdependency feminist thinking offers us a way to end domination while simultaneously changing the impact of inequality. In a universe where mutuality is the norm, there may be times when all is not equal, but the consequence of that inequality will not be subordination, colonization, and dehumanization. Feminism

People disdain unskilled leaders, loathe unjust leaders, dread ruthless leaders, honor righteous leaders, and cherish enlightened leaders. Leaders disdain idle subordinates, loathe incompetent subordinates, dread disloyal subordinates, honor ethical subordinates, and cherish resourceful subordinates.

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

That’s a mark of superlative subordinates; they make their bosses better leaders.

If subordinates, or people in general, know that they genuinely have easy access to their leader, they’ll tend to view the leader in a more positive, trustworthy light.

A great leader must always keep in mind the golden rule: respect for their subordinates. Tribute to Noah Sealth.

In advanced societies it is not the race politicians or the "rights" leaders who create the new ideas and the new images of life and man. That role belongs to the artists and intellectuals of each generation. Let the race politicians, if they will, create political, economic or organizational forms of leadership; but it is the artists and the creative minds who will, and must, furnish the all important content. And in this role, they must not be subordinated to the whims and desires of politicians, race leaders and civil rights entrepreneurs whether they come from the Left, Right, or Center, or whether they are peaceful, reform, violent, non-violent or laissez-faire. Which means to say, in advanced societies the cultural front is a special one that requires special techniques not perceived, understood, or appreciated by political philistines.

...fascism is more plausibly linked to a set of "mobilizing passions" that shape fascist action than to a consistent and fully articulated philosophy. At the bottom is a passionate nationalism. Allied to it is a conspiratorial and Manichean view of history as a battle between the good and evil camps, between the pure and the corrupt, in which one's own community or nation has been the victim. In this Darwinian narrative, the chosen people have been weakened by political parties, social classes, unassimilable minorities, spoiled rentiers, and rationalist thinkers who lack the necessary sense of community. These "mobilizing passions," mostly taken for granted and not always overtly argued as intellectual propositions, form the emotional lava that set fascism's foundations: -a sense of overwhelming crisis beyond the reach of any traditional solutions; -the primacy of the group, toward which one has duties superior to every right, whether individual or universal, and the subordination of the individual to it; -the belief that one's group is a victim, a sentiment that justifies any action, without legal or moral limits, against its enemies, both internal and external; -dread of the group's decline under the corrosive effects of individualistic liberalism, class conflict, and alien influences; -the need for closer integration of a purer community, by consent if possible, or by exclusionary violence if necessary; -the need for authority by natural leaders (always male), culminating in a national chief who alone is capable of incarnating the groups' destiny; -the superiority of the leader's instincts over abstract and universal reason; -the beauty of violence and the efficacy of will, when they are devoted to the group's success; -the right of the chosen people to dominate others without restraint from any kind of human or divine law, right being decided by the sole criterion of the group's prowess within a Darwinian struggle. ...Fascism was an affair of the gut more than the brain, and a study of the roots of fascism that treats only the thinkers and the writers misses the most powerful impulses of all.

It was a leader’s job to project a calm mastery of the situation, while also encouraging subordinates to develop decision-making skills. Assuming that they made the right decisions. A leader’s job was a crock of shit.

A leader must realize his subordinate leaders will be killed or wounded. He must prepare and train other leaders to step up and take over. He, himself, must train his next-in-line to take command in event he is killed, wounded, or evacuated.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

If a subordinate performs a task and the outcome is not what you expected, don’t attack their intelligence or their character. Politely explain the deficiencies and offer an idea for a solution. Subordinates quickly lose respect for any leader who is “all problem and no solution.

Strong leaders must follow the truth wherever it leads. Nothing is more dangerous than a subordinate who will shade or alter the truth in order to curry favor or impress the boss. Leadership must be built on teamwork, mutual respect, and above all a shared sense of a common objective. Adm. J. Stavridis

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans (made in advance) for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.

Good government never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders. —Law and Governance The Spacing Guild Manual

Trust, honesty, and integrity are exceedingly important qualities because they so strongly affect followers. Most individuals need to trust others, especially their boss. Subordinates must perceive their leader as a consistently fair person if they’re to engage in the kind of innovative risk-taking that brings a company rewards.

Decentralized Command was a necessity. In such situations, the leaders did not call me and ask me what they should do. Instead, they told me what they were going to do. I trusted them to make adjustments and adapt the plan to unforeseen circumstances while staying within the parameters of the guidance I had given them and our standard operating procedures. I trusted them to lead. My ego took no offense to my subordinate leaders on the frontlines calling the shots. In fact, I was proud to follow their lead and support them. With my leaders running their teams and handling the tactical decisions, it made my job much easier by enabling me to focus on the bigger picture.

Invariably an organization takes on the personality of its top leader, providing that individual is in touch with the members of the organization. If the leader is petty, the subordinates will be petty. But if the leader is encouraging, optimistic, and courteous, then the vast majority of the workers in the organization will be as well.

The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.

The historical inequality embedded in our founding—that “all men are created equal”—depends on the subordination of minorities and women. Whenever members of marginalized groups seem to approach equality, antidemocratic leaders can drum up supporters by insisting that they are attacking national principles and reducing white men to subservience.

For hierarchy, according to the anthropologist Christopher Boehm. Boehm studied tribal cultures early in his career, but had also studied chimpanzees with Jane Goodall. He recognized the extraordinary similarities in the ways that humans and chimpanzees display dominance and submission. In his book Hierarchy in the Forest, Boehm concluded that human beings are innately hierarchical, but that at some point during the last million years our ancestors underwent a “political transition” that allowed them to live as egalitarians by banding together to rein in, punish, or kill any would-be alpha males who tried to dominate the group. Alpha male chimps are not truly leaders of their groups. They perform some public services, such as mediating conflicts.28 But most of the time, they are better described as bullies who take what they want. Yet even among chimpanzees, it sometimes happens that subordinates gang up to take down alphas, occasionally going as far as to kill them.29 Alpha male chimps must therefore know their limits and have enough political skill to cultivate a few allies and stave off rebellion.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best. This meant delegating some of his most interesting, meaningful, and important tasks—work that other leaders would have kept for themselves.

A leader must be close with subordinates but not too close. The best leaders understand the motivations of their team members and know their people—their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself. Leaders must never get so close that the team forgets who is in charge.

Extreme Ownership requires leaders to look at an organization’s problems through the objective lens of reality, without emotional attachments to agendas or plans. It mandates that a leader set ego aside, accept responsibility for failures, attack weaknesses, and consistently work to build a better and more effective team. Such a leader, however, does not take credit for his or her team’s successes but bestows that honor upon his subordinate leaders and team members.

Authority to Abbott was hierarchical. Those at the top exercised power and those at the bottom deferred. As we have seen, Abbott was, to his great cost, largely uninterested in the views of those beneath him. His dismissal of subordinates was partly because as he made his way through Australia’s great institutions, he tended to look to leaders for support rather than peers. This was crucial to understanding the way Abbott learned about politics, and why he ended up being a failed prime minister.

Dr Sarabhai's leadership qualities were such that he could inspire even the junior-most person in an organization with a sense of purpose. In my opinion, there were some basic qualities that made him a great leader. Let me mention them one by one. Firstly, he was always ready to listen. In Indian institutions, what often hinders growth is the reluctance of those at the top to listen to their juniors and subordinates. There is a belief that all decisions and ideas must come in a top-to-down manner.

More than any other major religion, Islam formalizes the subordination of women. Islamic religious law, as codified by the “official” schools of Sunni Islamic law (the Hanbali, Shafi’i, Hanafi, and Maliki schools), insists on male guardianship over women. In Islam, “any woman must have a ‘guardian,’ wali; her closest male relative if she is unmarried, her husband if she is not.”16 This remnant of seventh-century Arab culture—which has spread through Islam to the other parts of the world that are now Muslim majority—has never been revised in official schools of Islamic law.17 Imams and other Islamic religious leaders today continue to chastise women for disobeying the modesty doctrine. They cite passages in the Quran to assign girls a position in the family that requires them to be docile, to depend on male relatives for money, and to submit to their husband’s dominion over their bodies. Marriage is typically arranged, and there is often an exchange of money in the process. Under the religious rule of Islam, it is still common today that a woman’s rights are essentially sold to a man she may not even know.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Except now I found myself asking whether those impulses—of violence, greed, corruption, nationalism, racism, and religious intolerance, the all-too-human desire to beat back our own uncertainty and mortality and sense of insignificance by subordinating others—were too strong for any democracy to permanently contain. For they seemed to lie in wait everywhere, ready to resurface whenever growth rates stalled or demographics changed or a charismatic leader chose to ride the wave of people’s fears and resentments. And as much as I might have wished otherwise, there was no Mahatma Gandhi around to tell me what I might do to hold such impulses back.

When confronted with the enormity of operational plans and the intricate microterrain within those plans, it becomes easy to get lost in the details, to become sidetracked or lose focus on the bigger effort. It is crucial, particularly for leaders at the top of the organization, to “pull themselves off the firing line,” step back, and maintain the strategic picture. This is essential to help correctly prioritize for the team. With this perspective, it becomes far easier to determine the highest priority effort and focus all energies toward its execution. Then senior leaders must help subordinate team leaders within their team prioritize their efforts.

Across the United States, there are more than seventeen hundred monuments to the Confederacy, monuments to a breakaway republic whose constitution and leaders were unequivocal in declaring the purpose of their new nation. "Its foundations are laid," "its corner-stone rests upon the great truth that the negro is not equal to the white man; that slavery subordination to the superior race is his natural and normal condition. This, our new government, is the first, in the history of the world, based upon this great physical, philosophical, and moral truth... With us, all of the white race, however high or low, rich or poor, are equal in the eye by nature, or by curse against Canaan, is fitted for that condition which he occupies in our system.

Across the United States, there are more than seventeen hundred monuments to the Confederacy, monuments to a breakaway republic whose constitution and leaders were unequivocal in declaring the purpose of their new nation. “Its foundations are laid,” said Alexander Stephens, the vice president of the Confederacy, “its corner-stone rests upon the great truth that the negro is not equal to the white man; that slavery subordination to the superior race is his natural and normal condition. This, our new government, is the first, in the history of the world, based upon this great physical, philosophical, and moral truth….With us, all of the white race, however high or low, rich or poor, are equal in the eye of the law. Not so with the negro. Subordination is his place.

In its endeavour, science is communism. In science men have learned consciously to subordinate themselves to a common purpose without losing the individuality of their achievements. Each one knows that his work depends on that of his predecessors and colleagues and that it can only reach its fruition through the work of his successors. In science men collaborate not because they are forced to by superior authority or because they blindly follow some chosen leader, but because they realize that only in this willing collaboration can each man find his goal. Not orders, but advice, determine action. Each man knows that only by advice, honestly and disinterestedly given, can his work succeed, because such advice expresses as near as may be the inexorable logic of the material world, stubborn fact.

When subordinates aren’t doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

The Levellers . . . only change and pervert the natural order of things: they load the edifice of society by setting up in the air what the solidity of the structure requires to be on the ground. . . . Far am I from denying in theory, full as far is my heart from withholding in practice (if I were of power to give or to withhold), the real rights of men. In denying their false claims of right, I do not mean to injure those which are real, and are such as their pretended rights would totally destroy. . . . In this partnership all men have equal rights; but not to equal things. . . . Government is a contrivance of human wisdom to provide for human wants. Men have a right that these wants should be provided for by this wisdom. Among these wants is to be reckoned the want, out of civil society, of a sufficient restraint upon their passions. Society requires not only that the passions of individuals should be subjected, but that even in the mass and body, as well as in the individuals, the inclinations of men should frequently be thwarted, their will controlled, and their passions brought into subjection. This can only be done by a power out of themselves, and not, in the exercise of its function, subject to that will and to those passions which it is its office to bridle and subdue. In this sense the restraints on men, as well as their liberties, are to be reckoned among their rights. . . . Society is, indeed, a contract. Subordinate contracts for objects of mere occasional interest may be dissolved at pleasure; but the state ought not to be considered as nothing better than a partnership agreement in a trade of pepper and coffee, calico or tobacco, or some other such low concern, to be taken up for a little temporary interest, and to be dissolved by the fancy of the parties. It is to looked on with other reverence; because it is not a partnership in things subservient only to the gross animal existence of a temporary and perishable nature. It is a partnership in all science, a partnership in all art, a partnership in every virtue and in all perfection. As the ends of such a partnership cannot be obtained in many generations, it becomes a partnership not only between those who are living, but between those who are living, those who are dead, and those who are to be born. . . . You would not cure the evil by resolving that there should be no more monarchs, nor ministers of state, nor of the Gospel— no interpreters of law, no general officers, no public councils. You might change the names: the things in some shape must remain. A certain quantum of power must always exist in the community, in some hands, and under some appellation. Wise men will apply their remedies to vices, not to names— to the causes of evil, which are permanent, not to the occasional organs by which they act, and the transitory modes in which they appear. Otherwise you will be wise historically, a fool in practice. . . . The effects of the incapacity shown by the popular leaders in all the great members of the commonwealth are to be covered with the 'all-atoning name' of Liberty. . . . But what is liberty without wisdom and without virtue? It is the greatest of all possible evils; for it is folly, vice, and madness, without tuition or restraint. Those who know what virtuous liberty is cannot bear to see it disgraced by incapable heads, on account of their having high-sounding words in their mouths. . . . To make a government requires no great prudence. Settle the seat of power, teach obedience, and the work is done. To give freedom is still more easy. It is not necessary to guide; it only requires to let go the rein. But to form a free government, that is to temper together these opposite elements of liberty and restraint in one consistent work, requires much thought, deep reflection, a sagacious, powerful, and combining mind.

All education begins with the exact opposite of what everyone praises so highly today as ‘academic freedom.’ It begins in obedience, subordination, discipline, servitude. And just as great leaders need followers, so too must the led have a leader. A certain reciprocal predisposition prevails in the hierarchy of the spirit: yes, a kind of pre-established harmony. The eternal hierarchy that all things naturally gravitate toward is just what the so-called culture now sitting on the throne of the present aims to overturn and destroy. This ‘culture’ wants to bring leaders down to the level of its compulsory servitude, or kill them off altogether; it waylays foreordained followers searching high and low for the one who is to lead them, while its intoxications deaden even their instinct to seek. If, though, wounded and battle-weary, the two sides destined for each other find a way to come together at last, the result is a deep, thrilling bliss that resounds like the strings of an eternal lyre.

The Saint-Domingue business was a great piece of folly on my part,’ Napoleon later admitted. ‘It was the greatest error that in all my government I ever committed. I ought to have treated with the black leaders, as I would have done the authorities in a province.’71 One lesson he did learn was that blacks could make excellent soldiers, and in November 1809 he set up a unit called the Black Pioneers, made up of men from Egypt and the Caribbean under a black battalion commander, Joseph ‘Hercules’ Domingue, to whom he gave a special award of 3,000 francs. By 1812 Napoleon didn’t believe any colonies could be held in perpetuity, predicting that they would all eventually ‘follow the example of the United States. You grow tired of waiting for orders from five thousand miles away; tired of obeying a government which seems foreign to you because it’s remote, and because of necessity it subordinates you to its own local interest, which it cannot sacrifice to yours.’72 The defeat in Saint-Domingue ended for ever Napoleon’s dreams of a French empire in the West.

Of course, many leaders do ask questions constantly—questions such as these: Why are you behind schedule? Who isn't keeping up? What's the problem with this project? Whose idea was that? Too often, we ask questions that disempower rather than empower our subordinates. These questions cast blame; they are not genuine requests for information. Other sorts of questions are often no more than thinly veiled attempts at manipulation: Don't you agree with me on that? Aren't you a team player? If you tend to ask these sorts of questions, this book is for you. So the point isn't that leaders just don't ask enough questions. Often, we don't ask the right questions. Or we don't ask questions in a way that will lead to honest and informative answers. Many of us don't know how to listen effectively to the answers to questions—and haven't established a climate in which asking questions is encouraged. And that's where this book comes in. The purpose of Leading with Questions is to help you become a stronger leader by learning how to ask the right questions effectively, how to listen effectively, and how to create a climate in which asking questions becomes as natural as breathing.

The fury which destroys an opponent’s character, would stop at nothing, if barriers were thrown down. That which is true of the leaders in politics, is true of subordinates. Political dishonesty in voters runs into general dishonesty, as the rotten speck taints the whole apple. A community whose politics are conducted by a perpetual breach of honesty on both sides, will be tainted by immorality throughout. Men will play the same game in their private affairs, which they have learned to play in public matters. The guile, the crafty vigilance, the dishonest advantage, the cunning sharpness;—the tricks and traps and sly evasions; the equivocal promises, and unequivocal neglect of them, which characterize political action, will equally characterize private action. The mind has no kitchen to do its dirty work in, while the parlor remains clean. Dishonesty is an atmosphere; if it comes into one apartment, it penetrates into every one. Whoever will lie in politics, will lie in traffic. Whoever will slander in politics, will slander in personal squabbles. A professor of religion who is a dishonest politician, is a dishonest Christian. His creed is a perpetual index of his hypocrisy.

In his book Democracy Incorporated, Wolin, who taught political philosophy at Berkeley and at Princeton, uses the phrase inverted totalitarianism to describe our system of power. Inverted totalitarianism, unlike classical totalitarianism, does not revolve around a demagogue or charismatic leader. It finds expression in the anonymity of the corporate state. It purports to cherish democracy, patriotism, and the Constitution while manipulating internal levers to subvert and thwart democratic institutions. Political candidates are elected in popular votes by citizens, but candidates must raise staggering amounts of corporate funds to compete. They are beholden to armies of corporate lobbyists in Washington or state capitals who author the legislation and get the legislators to pass it. Corporate media control nearly everything we read, watch, or hear. It imposes a bland uniformity of opinion. It diverts us with trivia and celebrity gossip. In classical totalitarian regimes, such as Nazi fascism or Soviet communism, economics was subordinate to politics. “Under inverted totalitarianism the reverse is true,” Wolin writes. “Economics dominates politics—and with that domination comes different forms of ruthlessness.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Spellbinders are characterized by pathological egotism. Such a person is forced by some internal causes to make an early choice between two possibilities: the first is forcing other people to think and experience things in a manner similar to his own; the second is a feeling of being lonely and different, a pathological misfit in social life. Sometimes the choice is either snake-charming or suicide. Triumphant repression of selfcritical or unpleasant concepts from the field of consciousness gradually gives rise to the phenomena of conversive thinking (twisted thinking), or paralogistics (twisted logic), paramoralisms (twisted morality), and the use of reversion blockades (Big Lies). They stream so profusely from the mind and mouth of the spellbinder that they flood the average person’s mind. Everything becomes subordinated to the spellbinder’s over-compensatory conviction that they are exceptional, sometimes even messianic. An ideology emerges from this conviction, true in part, whose value is supposedly superior. However, if we analyze the exact functions of such an ideology in the spellbinder’s personality, we perceive that it is nothing other than a means of self-charming, useful for repressing those tormenting selfcritical associations into the subconscious. The ideology’s instrumental role in influencing other people also serves the spellbinder’s needs. The spellbinder believes that he will always find converts to his ideology, and most often, they are right. However, they feel shock (or even paramoral indignation) when it turns out that their influence extends to only a limited minority, while most people’s attitude to their activities remains critical, pained and disturbed. The spellbinder is thus confronted with a choice: either withdraw back into his void or strengthen his position by improving the ef ectiveness of his activities. The spellbinder places on a high moral plane anyone who has succumbed to his influence and incorporated the experiential method he imposes. He showers such people with attention and property, if possible. Critics are met with “moral” outrage. It can even be proclaimed that the compliant minority is in fact the moral majority, since it professes the best ideology and honors a leader whose qualities are above average. Such activity is always necessarily characterized by the inability to foresee its final results, something obvious from the psychological point of view because its substratum contains pathological phenomena, and both spellbinding and self-charming make it impossible to perceive reality accurately enough to foresee results logically. However, spellbinders nurture great optimism and harbor visions of future triumphs similar to those they enjoyed over their own crippled souls. It is also possible for optimism to be a pathological symptom. In a healthy society, the activities of spellbinders meet with criticism effective enough to stifle them quickly. However, when they are preceded by conditions operating destructively upon common sense and social order; such as social injustice, cultural backwardness, or intellectually limited rulers sometimes manifesting pathological traits, spellbinders’ activities have led entire societies into large-scale human tragedy. Such an individual fishes an environment or society for people amenable to his influence, deepening their psychological weaknesses until they finally join together in a ponerogenic union. On the other hand, people who have maintained their healthy critical faculties intact, based upon their own common sense and moral criteria, attempt to counteract the spellbinders’ activities and their results. In the resulting polarization of social attitudes, each side justifies itself by means of moral categories. That is why such commonsense resistance is always accompanied by some feeling of helplessness and deficiency of criteria.

You’ll also note a chronology to the theories, with later ones tending to supersede earlier ones. It is not, however, an exact timeline; bits and pieces of various theories still hold sway among current thinkers and some older ideas, such as trait theory, have resurfaced with renewed vigour in the light of modern science (genetic studies show that some traits associated with leaders, such as intelligence and extroversion, are highly heritable). One consequence of the chronological approach is that earlier leadership studies tend to focus on political and military figures, whereas the rise of corporate culture in the twentieth century shifts the focus of later theories to leadership in the workplace (which can be termed organisational, management or business psychology). In the corporate sphere, ‘leaders’ and ‘followers’ become ‘managers’ and ‘employees’ or ‘subordinates’.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.

But she would ask and ask and ask to get to the bottom of something. You would say something to her, she would say it back to you, and that way everyone was 100% clear on what we were talking about. Once she got the information and knew what you were doing, you had to be consistent. She would say, ‘You told me X; why are you doing Y? I’m confused.’” Although she was demanding, she didn’t demand that people do things her way. Her subordinates were committed to the team’s goals because they were empowered, not ordered, to achieve them.

These “mobilizing passions," mostly taken for granted and not always overtly argued as intellectual propositions, form the emotional lava that set fascism’s foundations: • a sense of overwhelming crisis beyond the reach of any traditional solutions; • the primacy of the group, toward which one has duties superior to every right, whether individual or universal, and the subordination of the individual to it; • the belief that one’s group is a victim, a sentiment that justifies any action, without legal or moral limits, against its enemies, both internal and external;60 • dread of the group’s decline under the corrosive effects of individualistic liberalism, class conflict, and alien influences; • the need for closer integration of a purer community, by consent if possible, or by exclusionary violence if necessary; • the need for authority by natural leaders (always male), culminating in a national chief who alone is capable of incarnating the group’s destiny; • the superiority of the leader’s instincts over abstract and universal reason; • the beauty of violence and the efficacy of will, when they are devoted to the group’s success; • the right of the chosen people to dominate others without restraint from any kind of human or divine law, right being decided by the sole criterion of the group’s prowess within a Darwinian struggle.

General Hagenbeck then did something that should provide a salutary lesson for all future leaders in every profession: he changed his mind! He did this based on the reality-correcting context of the guy on the ground. Despite having stated his previous decision over a satellite radio heard by his superiors and subordinates all across the globe, General Hagenbeck pushed aside his ego and did the right thing. It would turn out to be the right decision for the mission, the right decision for his men, and the right decision for General Hagenbeck.

Are any of your employees on the brink of going AWOL because they’re overworked and underappreciated? When is it right for the leader to overturn protocol in the effort to rescue a single stressed-out subordinate? What messages do you need to keep repeating in your business to make sure your management team doesn’t take care of themselves first, to the neglect of their teams?

we always have team members go back to their direct reports and share their profile information. This serves three purposes. First, it provides a great opportunity for demonstrating vulnerability with their subordinates. Second, it gives those subordinates real insights into their leaders, so that they’ll feel more comfortable providing feedback and interpreting behavior correctly. Third, it helps the executives develop a better understanding of their own profiles, because teaching is one of the best ways of learning.

This experience of partness within a dynamic whole leads to a temporary suspension of individual responsibility-which is replaced by unconditional subordination to the 'controlling centre', the leader of the crowd. It further entails the temporary effacement of all self-assertive tendencies: the total surrender of the individual to the collectivity is manifested in altruistic, heroic, self-sacrificing acts-and at the same time in bestial cruelty towards the enemy or victim of the collective whole. This is a further example of the self-transcending emotions serving as catalysts or triggers for their opponents.

The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do.

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement. They exhibited Extreme Ownership, and as a result, their SEAL platoons and task units dominated. When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else,

Any leader who is afraid of his own superiors should immediately resign, for he certainly cannot win the respect of his subordinates.

He talked about the trappings of the White House, saying something to the effect of “This is luxury. And I know luxury.” I remember glancing again at the one poor statue I could see over his shoulder with the mantelpiece on its head and thinking that made sense. He went into another explanation—I’d seen many of them on television—about how he hadn’t made fun of a disabled reporter. He said he hadn’t mistreated a long list of women, reviewing each case in detail, as he had in our earlier conversation. There was no way he groped that lady sitting next to him on the airplane, he insisted. And the idea that he grabbed a porn star and offered her money to come to his room was preposterous. His method of speaking was like an oral jigsaw puzzle contest, with a shot clock. He would, in rapid-fire sequence, pick up a piece, put it down, pick up an unrelated piece, put it down, return to the original piece, on and on. But it was always him picking up the pieces and putting them down. None of this behavior, incidentally, was the way a leader could or should build rapport with a subordinate.

This new system of command, eventually referred to as Auftragstaktik[3], allowed subordinate leaders independence to interpret the situation and execute actions that fulfilled the commander’s intent rather than the letter of the order.

The story illustrated the extent to which Germans adopted mission-oriented command during Moltke’s tenure, as no less a leader than a Hohenzollern prince informed a subordinate commander that he could disobey orders when the situation called for it.

Thus, Moltke believed that the higher the commander’s position, the less prescriptive his orders should be to his subordinates. He argued that a large numbers of orders, or verbose orders, could confuse leaders on the commander’s true intent. This problem could compound itself through every echelon of command making it difficult for a division, or even a brigade commander, to decipher the reason for the mission.[22]

fundamentally, people do not prefer independent thought and the accompanying responsibility, but rather orders, subordination, and the accompanying exemption from responsibility. In a popular democracy, the masses who elect unfit rulers are to blame for bad government, but that is not the case in a monarchy. Rather than reflecting upon their own mistakes, the people are free to enjoy speaking ill of leaders who are even more irresponsible than they.

Leaders have to learn the level of comfort individuals and cultures have with direct versus indirect orders and requests and adjust accordingly. There's further variance in how this communication practice relates to a culture's value of power distance. The same culture that values indirect communication may also be a place where senior leaders give explicit and direct commands to subordinates if there's a high level of power distance. But a subordinate would be expected to use extremely indirect communication to make a request of a superior. Peers are expected to use indirect communication with one another lest it seem one is taking on an authoritative role over the other. You need to learn where you're perceived in the hierarchical structure to gage the appropriate level of directness to employ. Suzanne,

Thus, a leader’s task is to develop their subordinates’ will along with their skill. This begins with realistic training with consistent standards.

The more frequently you intrude, implicitly reminding them it is your change, the less they will believe it is theirs. Successful implementation, in short, depends upon them. The leader cannot hold individuals accountable for driving change if he refuses to let go of the steering wheel. He must trust his subordinates, replace them if necessary. But he mustn’t micromanage them.

A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders or instructions.

Leaders have many tools at their disposal to increase loyalty, such as backing up their people when they are right, correcting them in private when they are wrong, and publically criticizing neither superiors nor subordinates.

As a leader, you must choose wisely with whom you will socialize. Friendship with a subordinate or congregant can be a blessing or a trap fraught with dangers.

Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

On the whole, notwithstanding the seeming liberty, or rather licentiousness, of the Anglo-Saxons, the great body even of the free citizens, in those ages, really enjoyed much less true liberty, than where the execution of the laws is the most severe, and where subjects are reduced to the strictest subordination and dependence on the civil magistrate. The reason is derived from the excess itself of that liberty. Men must guard themselves at any price against insults and injuries; and where they receive not protection from the laws and magistrate, they will seek it by submission to superiors, and by herding in some private confederacy which acts under the direction of a powerful leader. And thus all anarchy is the immediate cause of tyranny, if not over the state, at least over many of the individuals.

A leader does not always have to be the center of attention but they must be present in the thick of the action. Subordinates will always notice a leader’s absence, and it will have severe negative ramifications throughout the force. Not sharing in the hardships is one of the quickest ways to lose the respect and trust of your subordinates.

Remember that in our business we are always teaching, and a commander’s job is to develop his subordinates and teach them all he knows about the subject at hand.

Janet, a chemist and a team leader at a pharmaceutical company, received glowing comments from her peers and superiors during her 360-degree review but was surprised by the negative feedback she got from her direct reports. She immediately concluded that the problem was theirs: “I have high standards, and some of them can’t handle that,” she remembers thinking. “They aren’t used to someone holding their feet to the fire.” In this way, she changed the subject from her management style to her subordinates’ competence, preventing her from learning something important about the impact she had on others. Eventually the penny dropped, Janet says. “I came to see that whether it was their performance problem or my leadership problem, those were not mutually exclusive issues, and both were worth solving.” She was able to disentangle the issues and talk to her team about both. Wisely, she began the conversation with their feedback to her, asking, “What am I doing that’s making things tough? What would improve the situation?

A leader of an organization can’t simply pay their managers to look out for those in their report. A leader can, however, offer their time and energy to those in their care, and in turn those managers would be more willing to give their time and energy to their subordinates. Then their subordinates would, in turn, be more inclined to give time and energy to their direct reports. And, at the end of the chain, the people with outward-facing jobs are more likely to treat the customer better. It’s just biology.

When leaders help subordinates overcome weaknesses or mistakes, they help the subordinate, they help the organization, and they help themselves become better leaders.

The authorized histories of revolutions, as Milovan Djilas points out, “describe the revolution as if it were the fruit of the previously planned action of its leaders.” No cynicism or mendacity need be involved. It is perfectly natural for leaders and generals to exaggerate their influence on events; that is the way the world looks from where they sit, and it is rarely in the interest of their subordinates to contradict their picture.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

Capt. Sobers’ character strengths separated him from the other leaders within as well as outside the section. The most important of these for me was that he cared for his subordinates. Let me emphasize: he TRULY cared for his subordinates. From a militaristically accepted leadership perspective, that was a rarity.

A sure indication of a successful leader is the collective and consistent testimony of subordinates who are grateful for what they learned and how they grew while they worked under that leader.

The German Army, which practiced Maneuver Warfare better than any other Army, sought after most in their leader development the strength of character in its officers. They defined Strength of Character as The ability, even the joy in seeking responsibility, and in making decisions under all circumstances, in the face of peers, superiors, subordinates and most of all in the face of the enemy. It is the ability to do what is right despite the consequences to one’s self or career.2

There are times to teach and train and times not to teach. When relationships are strained and charged with emotion, attempts to teach or train are often perceived as a form of judgment and rejection. A better approach is to be alone with the person and to discuss the principle privately. But again, this requires patience and internal control—in short, emotional maturity. BORROWING STRENGTH BUILDS WEAKNESS In addition to parents, many employers, leaders, and others in positions of authority may be competent, knowledgeable, and skillful (at day six) but are emotionally and spiritually immature (at day two). They, too, may attempt to compensate for this deficiency, or gap, by borrowing strength from their position or their authority. How do immature people react to pressure? How does the boss react when subordinates don’t do things his way? The teacher when the students challenge her viewpoint? How would an immature parent treat a teenage daughter when she interrupts with her problems? How does this parent discipline a bothersome younger child? How does this person handle a difference with a spouse on an emotionally explosive matter? How does the person handle challenges at work? An emotionally immature person will tend to borrow strength from position, size, strength, experience, intellect, or emotions to make up for a character imbalance. And what are the consequences? Eventually this person will build weakness in three places: First, he builds weakness in himself. Borrowing strength from position or authority reinforces his own dependence upon external factors to get things done in the future. Second, he builds weakness in the other people. Others learn to act or react in terms of fear or conformity, thus stunting their own reasoning, freedom, growth, and internal discipline. Third, he builds weakness in the relationship. It becomes strained. Fear replaces cooperation. Each person involved becomes a little more arbitrary, a little more agitated, a little more defensive. To win an argument or a contest, an emotionally immature person may use his strengths and abilities to back people into a corner. Even though he wins the argument, he loses. Everyone loses. His

Recent technology might appear to have closed the gap between leaders and subordinates. Armed with unprecedented amounts of data, CEOs, politicians, and bureaucrats can peer into what is happening almost as it occurs. As we discussed, this information can seduce leaders into thinking that they understand and can predict complex situations—that they can see what will happen. But the speed and interdependence of our current environment means that what we cannot know has grown even faster than what we can.

Destructive inborn traits of social life can be viewed as a parallel of the physical presence of parasitic organisms, and the cultural diminishment of their impact as the lessening of a tolerable dogma load. One obvious example of the latter is blind faith in supernatural creation stories. Of course in most parts of the world today, moderating the dogma load would be difficult, even dangerous. The stories are harnessed to both tribal rule by means of subordination of the faithful and their assumption of religious superiority over believers of rival creation stories. To examine each of the stories in detail objectively and to spell out their known historical origins would be a good start, and one that has begun (albeit slowly and carefully) in many scholarly disciplines. A second step, granted an unrealistic one, would be to ask the leaders of each religion and sect, assisted by theologians, to publicly defend the supernatural details of their faiths in competition with other faiths and aided by natural-cause and historical analysis.

The purpose of the ACM is creating leaders who understand and practice adaptability, while encouraging Army senior leaders to nurture this trait in their subordinates. A student that emerges from any leader-centric course that employs the ACM is adaptive and can demonstrate the ability to: •Rapidly distinguish between information that is useful in making decisions and that which is not pertinent; • Avoid the natural temptation to delay their decisions until more information makes the situation clearer, at the risk of losing the initiative; • Avoid the pitfall of thinking that once the mission is underway, more information will clarify the tactical picture; and • Feel the battlefield tempo, discern patterns among the chaos, and make critically important decisions in seconds.

Great leaders have an air of confidence,” he replied. “Subordinates need to look up to somebody who is still standing strong, like an oak, regardless of events around them.

In the grim aftermath of World War II and the Stalinist purges, the term “totalitarianism” has become a bad word. But for progressives before the war, Jonah Goldberg points out, it was a good word. “Totalitarianism” was a term used by Mussolini in a positive, descriptive sense. It meant giving total allegiance to the state; it meant a state that took care of people’s physical, emotional, and aspirational needs. Totalitarianism implied an exhilarating unity of thought and action. 19 Totalitarianism, in this sense, was the shared aspiration of fascists, Nazis, and progressives. Schivelbusch writes, “The New Deal Fascist Italy and Nazi Germany all profited from the illusion of the nation as an egalitarian community whose members looked out for one another’s welfare under the watchful eyes of a strong leader.”20 Progressives across Europe and America in the 1930s relished the idea of the totalitarian society in which they could impose this unity, in other words, to supervise and control people’s lives. Does totalitarianism in this sense seem unfamiliar? It shouldn’t be. Recall President Obama’s propagandistic “Julia” videos. Essentially the Obama administration promised this hypothetical young woman cradle-to-grave protection. Absurdly, the package of benefits offered by the government under Obama would be worth more than the wages of a typical forty-hour work week. “Under President Obama” Julia would get education subsidies, minimum wage, food stamps, and free health care. “Under President Obama” Julia even decides to bear a child. To me, it’s a bit unnerving. But this is progressive utopia: citizens are all brought into complete subordination and submission to an all-powerful state.

Wisdom gives a leader balance and helps to avoid eccentricity and extravagance. If knowledge comes by study, wisdom comes by Holy Spirit filling. Then a leader can apply knowledge correctly. "Full of wisdom" is one of the requirements for even subordinate leaders in the early church (Acts 6:3).

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

The United States policing style of dealing with conflict and crisis requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader for it generates power beyond the physical means at hand. Initiative, the willingness to act on one’s own judgment, is a prerequisite for boldness. These traits carried to excess can lead to rashness, but we must realize that errors by frontline street cops stemming from over boldness are a necessary part of learning.  We should deal with such errors leniently; there must be no “zero defects” mentality. Abolishing “zero defects” means that we do not stifle boldness or initiative through the threat of punishment. It does not mean that leaders do not council subordinates on mistakes; constructive criticism is an important element of learning. Nor does it give subordinates free license to act stupidly or recklessly. Not only must we not stifle boldness or initiative, but we must continue to encourage both traits in spite of mistakes. On the other hand, we should deal severely with errors of inaction or timidity. We will not accept lack of orders as justification for inaction; it is each police officers duty to take initiative as the situation demands. We must not tolerate the avoidance of responsibility or necessary risk.