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By Wilson L. Walker

Comprises nine key rules of management.

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Extra info for Becoming a better leader and getting promoted in today's army: the NCO's guide to putting the soldier first

Example text

There are many cases where the senior leader will have a say, also, but you should be the first one to say yes or no. No other leader should tell your soldiers what to do, without first checking with you, and, if they do have them doing something, they should contact you and let you know. PFC Clark was assigned to one of the Hawk missile batteries in West Germany, and, like most good soldiers, he always did what he was told to do by the leadership in the unit or in other units. SGT Taylor was his crew chief, and SSG Evans was the section chief.

I had the best platoon in the unit and possibly the Battalion. I did everything I could to keep my distance from my lieutenant, because she was always asking questions regarding the platoon or would always want me to handle tasks that were of little importance to the mission. When she would come down to the section, I would always try to get her to leave, for one reason or the other. The Commander called me into his office to ask me what the problem was between me and my platoon leader. After I spoke to him, he explained to me that I had something that most NCOs wished they had-a leader that wanted to learn how to run an outfit.

With this style, the leader involves his soldiers in the decision making and planning process. The leader will use this style when there is sufficient time to work things out or make a decision with the soldier's input. The most important thing the leader must remember, when using this style of leadership, is that he maintains overall responsibility for the quality of the plans and decisions, and that he must make the final decision to approve or disapprove those plans prepared by his soldiers.

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