Twelve critical things ... that Tuck Chodd has obviously never learned in life:
1.*Lead by example from the front of the formation. Take your performance personally—if you are proud to be average, so too will be your troops.
2.*A leader must provide a vision—clear and achievable “big ideas” combined in a strategic concept—and communicate those ideas throughout the entire organi*zation and to all other stakeholders.
3.*A leader needs to give energy; don’t be an oxygen thief.
4.*There is an exception to every rule, standard operating procedure, and poli*cy; it is up to leaders to determine when exceptions should be made and to ex*plain why they made them.
5.*We all will make mistakes. The key is to recognize them and admit them, to learn from them, and to take off the rear* view mirrors—drive on and avoid making them again.
6.*Be humble. The people you’ll be lead*ing already have on-the-ground conflict experience. “Listen and learn.”
7.*Be a team player. “Your team’s triumphs and failures will, obviously, be yours.” Take ownership of both.
8.*Don’t rely on rank. If you rely on rank, rather than on the persuasiveness of your logic, the problem could be you and either your thinking or your com*munication skills. Likewise, sometimes the best ideas come from bottom-up information sharing (i.e., “Need to share” not “Need to know”). Use “direct*ed telescopes” to improve situational awareness.
9.*Leaders should be thoughtful but deci*sive. Listen to subordinates’ input, evaluate courses of action and second- and third-order effects, but be OK with an “80 per*cent solution.” “There will be many moments when all eyes turn to you for a decision. Be prepared for them. Don’t shrink from them. Embrace them.” Some*times the best move is the bold move.
10.*Stay fit to fight. Your body is your ulti*mate weapons system. Physical fitness for your body is essential for mental fitness.
11.*The only thing better than a little com*petition is a lot of competition. Set chal*lenges for your subordinates to encourage them to excel.
12.*Everyone on the team is mission criti*cal. Instill in your team members a sense of great self-worth—that each, at any given time, can be the most important on the battlefield.
1.*Lead by example from the front of the formation. Take your performance personally—if you are proud to be average, so too will be your troops.
2.*A leader must provide a vision—clear and achievable “big ideas” combined in a strategic concept—and communicate those ideas throughout the entire organi*zation and to all other stakeholders.
3.*A leader needs to give energy; don’t be an oxygen thief.
4.*There is an exception to every rule, standard operating procedure, and poli*cy; it is up to leaders to determine when exceptions should be made and to ex*plain why they made them.
5.*We all will make mistakes. The key is to recognize them and admit them, to learn from them, and to take off the rear* view mirrors—drive on and avoid making them again.
6.*Be humble. The people you’ll be lead*ing already have on-the-ground conflict experience. “Listen and learn.”
7.*Be a team player. “Your team’s triumphs and failures will, obviously, be yours.” Take ownership of both.
8.*Don’t rely on rank. If you rely on rank, rather than on the persuasiveness of your logic, the problem could be you and either your thinking or your com*munication skills. Likewise, sometimes the best ideas come from bottom-up information sharing (i.e., “Need to share” not “Need to know”). Use “direct*ed telescopes” to improve situational awareness.
9.*Leaders should be thoughtful but deci*sive. Listen to subordinates’ input, evaluate courses of action and second- and third-order effects, but be OK with an “80 per*cent solution.” “There will be many moments when all eyes turn to you for a decision. Be prepared for them. Don’t shrink from them. Embrace them.” Some*times the best move is the bold move.
10.*Stay fit to fight. Your body is your ulti*mate weapons system. Physical fitness for your body is essential for mental fitness.
11.*The only thing better than a little com*petition is a lot of competition. Set chal*lenges for your subordinates to encourage them to excel.
12.*Everyone on the team is mission criti*cal. Instill in your team members a sense of great self-worth—that each, at any given time, can be the most important on the battlefield.