If one attempts to fill the position of a leader based on Webster's definition alone they quite possibly wouldn't even make it far enough to fail. A dictionary may give a definition for leader but doesn't define who a leader is just as a dictionary may define a human but cannot define how you, as a human, behave. Now in ole' Noah's defense I will say that summarizing "leader" in a sentence is unfeasible for anyone.
Can a leader even be defined?
A leader is identified by a myriad of qualities that are orchestrated strategically to guarantee absolute accomplishment regardless of the obstacles that may be introduced to them and in partnership with even the most diverse spectrum of subordinates. What are some of these qualities? Management? Judgment? Enthusiasm? Initiative? Character? Sure- I’d say that these are some traits that a leader should demonstrate however there is some ground work that must be established first. The list we just observed wouldn’t be necessary if the task of a leader wasn’t a tough one. Therefore we have to assume that there is some drive or motivation for taking on this challenge initially.
What is this drive?
Is it the craving for power? Is it the desire for an authoritarian voice that feeds off of delegating tasks for mere pleasure? I’d say this is rarely the case…right? Only a fool would affirm that. Authoritarian leadership may shape a subordinate to produce the desired results of the leader given a small area of growth but what about when the individuals have found themselves in a situation where they haven’t been authoritarian-ly lead before? They’re clueless and can’t manage to be decisive outside of the tunnel through which they’ve been led. This is often the result of the “do it because I told you so” method of development. Many military leaders tend to adopt this method of command under the umbrella of “questioning orders can get you killed!” Spare me! I heard this expression used so many times out of context…or was it? What is the context of the commander? (I use the term commander ambiguously simply to describe someone who is in charge) Is his context strictly battle ridden? Or is the context whatever the commander wants? Obviously what it should be is often inconsistent with what it realistically is.
While serving in the Marines I held positions of various capacities. As a Platoon Sergeant of over sixty Marines I had the honor of ensuring the well-being and discipline of each individual in my platoon. I use the term honor because when you consider the responsibility of leading Marines it is not a task that’s trivial in nature. We were Military Policemen. We patrolled a facility housing sensitive assets vital to national security armed with one or more weapon systems. Being able to look at them at the beginning of the day knowing that they’re working just as hard at accomplishing the mission as I was working hard to ensure the welfare of them and their families while working alongside them to ensure the mission…yea, it’s definitely an honor. I rarely raised my voice, submitted a charge sheet, or used the “shot gun” method of making everyone feel pain for one’s mistake. Despite what you may have learned in the movies or ROTC “The whole chain falls because of one weak link” is rarely a necessary means of discipline. A healthy rapport is not established by using your privileged authority as power. It takes time. It takes you as the leader to display a legitimate concern for your men and to prove that they, and their families, are in your best interest. Know your people, know their families, know their strengths, their weaknesses, their talents. Know them in and out without being overly intrusive. Once you’ve educated yourself on the capabilities of your men it’s time to be resourceful. Start delegating with their strong points in mind but without neglecting the areas where they can grow. I can make no greater promise in this area… If you show your men that you’re there for them and that the lengths you’d go for their welfare are limitless then they will respond with every ounce and more of what your demand from them.
Doesn’t a leader entail being mean?
I spend the last three years of my Marine Corps career as a Sergeant. Of all ranks to be mean I was expected to be it. Was I? Absolutely not. And the fact that I was unwilling to mold to the expectations of my superiors won the respect and performance of my subordinates. If you’re mean as a leader then you have no place wearing the title. Mean is simply cruelty or unmerited discipline. There are times where you will have to be firm. There will be times where you will have to make the unpopular decision. There will be times where your subordinates aren’t going to be your biggest fans but as long as you have their best interest in mind they will eventually come through and understand the means of your assertive action. I never found yelling to be helpful. Rather I found it counter-productive. I had leaders who thought yelling was productive. I mean it may get the job done initially but have you won the respect of butt-chewee? (butt-chewee: def. n. They whom received a butt chewing ) No, you haven’t. In fact, chances are you’ve lost some. I found it better to sit them down, lay out the discrepancies, and create a solution to ensure they don’t repeat their mistakes. If that doesn’t work and they create a patter then inform them that performance reviews are coming up. There are professional ways of snatching one up by the short n’ curlies!
How does one become a leader?
I wasn’t always a Sergeant. I was a little snot-nosed 18 year old Private who thought he was a big shot but was still wet behind the ears from boot camp. I made my share of mistakes. It took experienced leaders who took the time to examine me and correct my deficiencies so I didn’t develop patterns that would eventually cause me to fail as a leader. It went to show me that habits created early on can drastically influence who you become as a leader…positively or negatively. Oh, and if your superiors don’t observe any negative or positive behavior it’s ok- your subordinates will! Remember that. Your men are watching you like a hawk. The good and the bad will be dually noted…but chances are they’ll complain about the bad before they commend you on the good. Most leaders care less about how their subordinates feel about them as long as their superiors notice it. I always had a contrary opinion. I felt it more necessary that my subordinates cared about how I was as a leader. They were after all the ones I was really working for. Make sure you pick and choose leaders who you wish to emulate. Those who inspire you. Those who helped you grow. Those who you wish to see in higher positions then they already are. Then do what you can to reflect their image and the behavior that they displayed.
So what do I do with this?
We all have things we can learn from each other. We come from different backgrounds, upbringings, hobbies, experiences, and cultures. I have strengths and weaknesses. This is a strength that was developed through a weakness which I feel obligated to share with you. Remember what I said up a ways about patterns. Who you are today will have a major impact on who you’ll be tomorrow. What you do today may have repercussions on what you’ll do tomorrow. Oh, also remember that it’s NOT about you.
Gentlemen, the decisions you’re making now are highly indicative of the individual you will become. You are to be leaders in the church, amongst your communities, and most importantly your families. What are you doing now that will positively influence the husband you will be to your wife and the father you’ll be to your children?
Ladies, the position you’re called to of sharing wisdom and nourishing your sisters in Christ is an envious one and of great respect. You are establishing the foundation of which your ministry will reside and what you do now may have a grand impact on your future.
Examine who you are today. Realize who you’re called to be tomorrow. The time to prune is now. The time to make needed changes is now. They’re sacrifices today but they’re blessings tomorrow.
Be blessed.
Disclaimer: Some of you who read this were once my superiors. Any commentary that alludes to events which may have happened in the workplace are not subliminal but those involved will remain unidentified. Among my superiors who considered my leadership to be too soft, I hope you will recognize the value in the approach I inflexibly took despite your multiple counseling sessions castigating it. Many of those who read this were my subordinates. I hope that you set aside any events in the past that may have caused adverse relational status between us and perhaps you may now recognize, and perhaps appreciate, the concern that motivated such discipline.
