Leadership & EthicsLeadership & EthicsLesson 3Lesson 3

Professional Relationships:

Loyalty and Followership

AgendaAgenda

Loyalty and the Chain of Command Followership Professional Relationships

Loyalty and the Chain of Loyalty and the Chain of Command: ObjectivesCommand: Objectives

Know why officers should support the policies and actions of seniors and peers.

Know that a leader should promptly comply with lawful orders, directions, and decisions of seniors.

Know effective use of the chain of command.

Loyalty and the Chain of Loyalty and the Chain of Command: ObjectivesCommand: Objectives

Know the importance of complete honesty in communicating with seniors, peers, and subordinates.

Know the importance of keeping seniors and subordinates informed.

Comprehend the importance of feedback to mission effectiveness.

Loyalty HierarchyLoyalty Hierarchy(Concept versus Individual)(Concept versus Individual)

Country (Patriotism) Duty (Mission) The Service (Esprit de Corps)

Seniors in Command Subordinates Self

Loyalty ConceptsLoyalty Concepts

Relationship to leadership Conditional or unconditional? What are the effects of loyalty without

governing values or laws (Tailhook)? How can a junior officer earn loyalty as a

leader and demonstrate it as a follower? Being a “Yes man” - “Gunney Lets”

Chain of CommandChain of Command

Purpose of …

Supposed to be used for two-way flow of communication

How do you reinforce it?

Informal Chain of CommandInformal Chain of Command

Staff Experts Legal Officer, DAPA, EOO, Adjutant, CWOs,

UCMJ, MCO, MCBuls Command Sergeant Major, Senior SNCO Personal Network Suggestion Boxes?

Bypassing the Chain of CommandBypassing the Chain of Command

Emergent conditions demand immediate attention

Unsafe or immoral situation covered up by the immediate superior

What do you do if you bypass? Inform on the way up (time permitting) or Advise after the fact

Also applies going down the Chain

Criticism and Counseling Criticism and Counseling

Accepting Listen - No Matter How Soft or Loud the Voice

Criticizing Subordinates Private Vs. Public Performance Counseling

Criticizing Superiors (Offering) Tact, Knowledge-based

Complaining Vs. Criticizing

Case Study: Passing OrdersCase Study: Passing Orders

“Damn XO” Naval Leadership: Voices of Experience

Summary:

One of the biggest mistakes a young officer makes is not visibly supporting the orders of seniors to subordinates—especially those with which the junior officer disagrees.

Followership: ObjectivesFollowership: Objectives

Know the importance of followership and the role it plays in leadership.

Know the qualities, behaviors, and principles of effective followership.

Know how an effective leader encourages correct behavior, suppresses fear, and attends to a subordinate's needs.

Followership: ObjectivesFollowership: Objectives

Know why cohesion and discipline are essential in any command, and how a leader can instill these essential concepts.

Know the importance of enhancing technical, tactical, and professional knowledge.

What Do What Do YouYou Look For in a Look For in a Follower?Follower?

Fulfill the Organizational Role Assigned

Responsible Behavior Initiative

Take Action Even Though Complete Information May Not Be Known.

Loyalty to Seniors - Sets the Example

If Conflict Exists, Bring It to the Senior's Attention (Moral Courage?)

Doesn’t This Sound a Lot Like Doesn’t This Sound a Lot Like LEADERSHIP?LEADERSHIP?

The Basic Traits of The Basic Traits of Effective LeadershipEffective Leadership

Command Presence Resolution and

Tenacity Ability to Teach and

Speak

Fostering Suboordinates

Encouragement and Enthusiasm

Professional Competence

Followership TraitsFollowership Traits

Candor Truthfulness Accuracy Self-discipline Competence Responsibility Professionalism Dedication

Loyalty Initiative Courage Weed Distractions Dependable Thick Skinned Asks Questions Enthusiastic

WhyWhy????

Because, at a Minimum, It Because, at a Minimum, It Takes a Good Follower to Takes a Good Follower to Be a Good Leader.Be a Good Leader.

Taking Care of Your People

Developing Good Developing Good FollowershipFollowership

Set a Positive Example for Subordinates to Emulate Are You a Good Follower?

Be Approachable. Listen to Your People. Encourage Them to Offer Suggestions: Effective Listening Is a Practiced Trait

Developing GoodDeveloping Good FollowershipFollowership

Encourage Subordinates to Become Innovative and Self-starting: Task, and Provide the Required Authority Include the Responsibility

Develop a Sense of Dedication and Commitment to the Mission at Hand. Share in Creating the “Vision”

Professional RelationshipsProfessional Relationships

Subordinates/Division Personnel Chief Petty Officer Department Head Commanding Officer

Relationships with Division Relationships with Division PersonnelPersonnel

Set the example/know you people/communicate When directing, use effective communication to

ensure your messages are clearly understood Pay close attention to feedback to ensure your

subordinates clearly understand you direction and meaning

Define expected performance Identify and define problems quickly

10 Reasons Subordinates do not 10 Reasons Subordinates do not Perform Up to StandardsPerform Up to Standards

1. They do not know how or what they should do

2. The reward of not doing it, more free time, offsets

the reward of doing it

3. They think they are doing just fine

4. They think their way is better than yours

5. There is no follow-up on their work and no

negative consequences for poor work

10 Reasons Subordinates do not 10 Reasons Subordinates do not Perform Up to StandardsPerform Up to Standards

6. They have obstacles limiting their performance

7. They do not want to do the job or know why they should do it

8. They are afraid of making mistakes

9. They have other priorities

10. They perceive that no matter how well they do it will not be good enough

The Officer/SNCO Relationship The Officer/SNCO Relationship An effective division officer will:An effective division officer will: Maintain a balance between leader/follower/friend if

possible. Know the SNCO’s job and how it contributes to the

command’s mission. Know the SNCO’s learning and leadership style. Make efforts to empower the SNCO - NCO. Exercise loyalty up as well as down the chain of command. Show initiative commensurate with his/her knowledge. Be aware of the SNCO’s strengths and limitations. Supervise

SNCO’s need Officer’s who:SNCO’s need Officer’s who: Are not afraid to seek clarification when uncertain. Seek clarity with regard to their duties and responsibilities. Show trust and confidence in their SNCOs. Take personal responsibility for command and section

policies and decisions. Set goals and standards that are realistic but challenging. Propose solutions to problems. Actually lead their unit. Are sensibly aggressive.

Junior/Senior RelationshipJunior/Senior Relationship

Keep your CO and Section Head informed Tell your CO what you’re Unit accomplished Keep your word Operate in calmness / avoid being overwhelmed Clarify and confirm Turn complaints into possibilities Keep the faith of your fellow Lieutenants/Officers

Commanders need Officers Who:Commanders need Officers Who: Are not afraid to seek clarification about problems Seek clarity with regard to their roles and responsibilities Can learn from and work with their SNCOs Take personal responsibility for command and section policies and

decisions Are forthright: not afraid to tell bad news when necessary Propose solutions to problems Do not fold under criticism, but use it to improve Actually lead their divisions, so that SNCO can run it Are assertive; not afraid to try something new or make mistakes Are duty experts

What the CO wants from all Officers:What the CO wants from all Officers: Honesty Integrity Competence Hard Work - involved and dedicated Professionalism Duty Experts Fellow Officers - Keep him out of trouble when

he becomes a drunken liberty risk in-port!

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Reading Chapter Seven; The Marine Officer’s Guide

Questions