Do you really listen? Can you withhold judgment until all the facts are in?

Is your conduct measured and controlled?

Do you really listen for concepts and solutions?

This also means for YOU to stop talking, for YOU to be silent.

To draw your people out, ask questions.   To encourage others to talk, yield the floor to them.

Everybody must know that you value his or her opinions. They must know that you are fair and open to reason. They must know that you conduct yourself with discipline, precision and restraint before you act. They must know that when you do act it is from a factual position.

Your people will talk to you because they know that you verify and confirm facts before moving to action. Phrases like: “I think,” I believe so,” I was told,” “He said,” “I’m not sure but,” and other similar phrases must be verified before action is taken.

Your subordinates must know that you do not listen to gossip, rumor or innuendo. You must show them by your conduct that you are patient and moderate in your response to information.

False moves based on inadequate facts or faulty information is costly to repair in terms of time, effort and subordinate good will.

Finally…being out of control, angry, foolish, sophomoric, or quick to judge…is a sure fire recipe for failure.

Certainly not the behavior or the type of leader you aspire to be.

Best of luck and remember,

Leadership starts at the top with you.

Are you accessible to your troops? Does your manner invite communication?

Leadership starts at the top with you. Leadership is influencing your people. This is accomplished by treating people fairly and with respect. It is you establishing a trusting relationship with your subordinates.

You must get to know your people.  Be seen often. You must get out in the field where the work is being performed. Listen to your subordinates with your eyes and your ears.  Be careful what you say and how you say it.

Remember you set the style and tone of your organization by your behavior. By your thoughts, words and deeds. What you say and do is important.  Your personal and professional conduct impacts everyone.  Tell your subordinates that their work is important at every opportunity.

Keep them informed, and give them an input into decisions. Your subordinates must know that they can come to you anytime with any problem and that you will listen with respect.

The day your subordinates stop talking to you, is the day you lose the ability to lead.

Are you willing to take responsible risks to allow your subordinates to grow and become more productive?

This question speaks to the heart of leadership and to the 21 leadership character traits. Character is demonstrated through behavior. It is your values, your discipline and your “will to win,” that exemplify leadership.

Think how many character traits you need to have as “a leader” to take responsible risks.  Risks like nurturing your students so that their productivity, efficiency and effectiveness increase. This means that productivity increases are directly proportional to your effectiveness as a leader.

Your  “responsible risk taking” greatly contributes to the success of the organization, school or team. Give your subordinates responsibility and the management tools to accomplish their assigned goals. Give them enough space to prosper and watch for results.  You will be pleasantly surprised as your subordinates flourish with their new responsibilities and then grow professionally right before your eyes.

Good leaders give people purpose and reason to excel and achieve. Good leaders see excellence when ever and where ever it is. Good leaders move other people to action to achieve excellence. Good leaders do impossible deeds to accomplish goals. Good leaders take care of the welfare of their people.

The ultimate “win-win” situation.

Try it, you’ll like it, and they will to.

Give people the opportunity to perform and excel and watch them achieve goals.

Over supervise and watch them whither on the vine.

Are you willing to let your subordinates be creative?

I am sure you know how many smart and talented people you have in your organization. From top to bottom, the people where you work have the day-to-day experience and the expertise to get the job done.

Think back, you have probably heard, seen or actually worked in an office or been on a team that gets the job done in spite of the boss.

Do not be that boss.

Listen to your people, especially the people who are the experts in their field.  This means, listen to the people who get the work done day-in and day-out.

Remember get out and go to them.  They maybe the furthest removed, but are usually the ones directly affected by your bad policy or procedures at the front lines. These are the people who usually have the fastest, smartest and most efficient solutions to your (their) pressing problems.

Creative solutions and new ideas, no matter how far fetched may be just the thing a difficult problem needs to be solved.

Let the people with the problem find the solution.  Build your teams self-esteem, give them the freedom to make changes, implement solutions and be creative in their work.

Solicit input, let people talk and listen to their solutions.  Never ridicule a new idea. This might stifle a thought that could lead to the idea that saves you the most time, money and material.

Leadership is having the wherewithal to know that someone else is better suited to solve a problem, implement change or institute policy than you.

Listen, Listen, Listen!

And then stay out of the way!

Are you flexible when dealing with changing situations? Are you willing to risk new ideas?

Only one thing is certain in life, change.

Think how the computer, cell telephones and the Internet have changed our lives and the way we operate.  Then, think about how your life will change over the next two to ten years.  To survive and to succeed, you must be able to adapt to change.

Now is the time to think strategically. That means to think three, four or more years into the future.  Think about your decisions, advances or technology today that will affect the outcome of the future and your plans.

By thinking strategically and planning ahead, you will develop a clear picture of where you want to be and how you will get there. This will give you a reference or roadmap for the tactical (smaller) decisions that you will make day to day.

A clear strategic vision of where you want to be does not mean that you still cannot be flexible. Being a leader means that you must develop the ability to adapt, respond and act, often in a rapidly changing environment.

If you have a clear, calculated vision and give it direction, change becomes easier to manage and it becomes easier to take calculated risks.

The same is true for your people.  Go out and instill this vision in your people, and listen to their ideas of how to get there. They may know a better way to complete the mission or accomplish the task.

People always do best when carrying out their own ideas. This way, they have a vested interest in making the idea or solution work.

This also shows people that you have confidence in them and that you expect them to do their best.  Do not be upset by new ideas and do not become a victim of “the not invented here” philosophy. (Meaning, not invented by you)

Do not become extinct like the dinosaurs.

Anyway, why would anybody need a computer?

Do you really want to command? Are you sure your motivation is more than simply having the command experience entered into your record?

This is a critical question you must ask yourself.  Nobody can predict how you will react to the pressure of command.  Only you know if you are ready and willing to accept the responsibility of command. As Gen. Colin Powell says, command is a “lonely place,” and you must be ready to “suffer greatly” for your unit.

What is your motivation? Take a good look at yourself, and find out what is your motivating factor.  Could it be money, power and recognition? These are a few of the very powerful benefits to being in charge.

Think about your career progression.  Is a leadership position a simple line added to the top of your resume? Although powerful, this too is not the only reason to be in charge.  Look deep within, see what motivates you and then go for it.  Because, when you are in command, you usually get what you are asking for.

Here are some other related questions to consider.

Do you manage yourself effectively?

Are you proficient in all aspects of your job?

Do you have the drive and energy to accomplish difficult tasks?

Do you think in terms of long-range goals?

Do you think about what is best for your team or organization?

Do you like working with people?

Do you really want to be the person responsible for results?

Tough questions that only you can answer.

Are you confident that you can produce a superior unit from average people?  Can you inspire people to achieve outstanding results?

As a leader, your role is to get everyone to “want” to achieve organizational goals and outstanding results.

In order to get outstanding results, you will need the support of everyone and you must use them effectively.

Inspiration and people skills are a must. Average people will do outstanding work for a leader they “want” to follow.

Notice, I said “Want” twice.

People only do what they “want” to do, the trick is to get them to want to perform exceptionally. When you motivate and inspire your people they will “want” to perform exceptionally.

To be a great leader, you must understand what people want.  You must learn what makes each person tick. Learn about their needs, desires and expectation.  Get to know your people and about their personal history.  Take time to understand their hopes, dreams and aspirations.  Talking, and more importantly, listening to your students will give you insight on how to lead and motivate them.

Respect and give everyone the opportunity to be outstanding. Gain insight on what your people want.

You may be surprised at the results; average people are constantly accomplishing extra-ordinary tasks.  All over the world, a little leadership and the right motivation can inspire anyone to achieve greatness.

Are you willing to do your best with what seems inadequate means?

Life is not perfect and neither is your school, athletic department or organization. Understand this reality now.  The sooner you get over worrying about what you do not have, the sooner you can succeed with the things you do have.

Use the available talent and resources you have…and press on.

Even when the means are inadequate, do your best, keep a positive attitude and do not quit.  As a leader, you must make a commitment to the success of your people and organization. You must be able to use the available resources you have to fulfill that commitment.

Even if you think you are lacking the basic necessities, you most likely have a resource second to none.  Look around you.  Your people are a source of skill, talent and answers.  Your students are ready and up to the challenge and not at all inadequate.

Remember, talented people, given guidance, leadership and proper direction can overcome anything. Enlist and trust in your team’s talents, skills and strengths to help you overcome inadequate means.

Use your leadership skills. Go ahead, this is a perfect opportunity to give kids a sense of direction, encouragement, and goals to reach. Encourage their participation in problem solutions.

“Are you willing to leave a comfortable office to check or supervise training, maintenance, and other activities of your unit?”

Leadership requires movement, you must get out from behind your desk. You cannot insulate yourself from your responsibilities, you must go out to meet them head on.

Leave your air-conditioned office and find out where the action is.  Then go spend some time there.

Get to know everybody by name.  Find out what makes your people tick and get to know their problems. In order to influence, you must let your leadership be seen and heard.

Remember, communication is a two-way street. As an open and accessible leader, you will encourage open, frank and constructive communication.  Only by being there, can you actively seek new ideas, implement appropriate solutions and get complete follow up.

Get out there, be seen, get dirty, earn respect, supervise and then listen, listen, listen to your people.

If you don’t believe me, look leadership up in a dictionary.  To be a leader, you must be in front.  Even less, you cannot lead anyone from behind a desk or in an air-conditioned office.

Sorry, yes, that means, sitting at your desk is not action.

Can you remain enthusiastic and cheerful when you are confronted with seemingly impossible tasks?

This is a tough one.  When was the last time you were confronted by a seemingly impossible job, overwhelming task or no-win situation? “Everyday”, you say.

These days, everything seems like an impossible task.  From the mundane trip to the Dept. of Motor Vehicles, to the daily grind of day-to-day work, we are all being asked to do more with less.

Understand when confronting difficult tasks, your first step is to remain enthusiastic and cheerful.  Decide and commit now, to the idea that you are in control of your response.  If you do not, you actually give up control of yourself and your life to others. Do not allow situations and/or people to ruin your day. Not even at the DMV.

Focus on the good aspects of your life, not the negative. Remember the lesson of the man who complained that he didn’t have shoes until he met the person that didn’t have feet. Stay positive.

Spread cheer and good will. Just like in the movie “Pay It Forward.” If you are cheerful and enthusiastic to someone they in turn may be nicer to the next person.  Your positive attitude will be contagious and it will make tasks seem easier and the day go by faster.

Always work toward solutions and goals with a good attitude.  Remember, if you remain positive, cheerful and enthusiastic impossible tasks are easier to conquer.

Apply this same attitude to your business at hand. Respect, motivate and lead your team or class. Be enthusiastic and cheerful, and show that you care about them.

Your students are working hard for you.

Better grades and more wins means more cheer all around.

“Are you and your family willing to live in a “gold fish bowl” open to observation and criticism by both subordinates and supervisors?”

Leaders, especially in today’s world, are under constant scrutiny and review of their performance. Being in a leadership position means that people will criticize you if you fall short of achieving your goals.  Perhaps, they will even criticize you when you succeed.

One thing is for certain people will review your conduct and performance at all times.  Be aware, this is one of the burdens of leadership or of being in charge. To accomplish great deeds, you must have thick skin, a strong vision and be open to criticism.

Remember your friends and family. The criticism will come from almost each and every direction.  At times, such criticism may become public knowledge and may affect your friends, family and your children’s lives.

Even though you may be trained or prepared to withstand this criticism, your friends and family may not.  Ensure your family is well informed; make sure they hear information from you first. They are entitled to know what is going on so they can be properly prepared to respond.

“Can you stand stiff competition from similar units and still retain a spirit of cooperation and teamwork with them?”

Do you recall the competition between the Texas cities on the television series “Friday Night Lights?” In Texas High School Football competition is stiff.

Healthy competition may come from within your unit or team or it may come from outside entities.   Both will serve your unit well. A spirit of competition raises the level of performance of both your individual team members and your team as a whole.

Just like in the show “Friday Night Lights,” it is important to maintain good professional relationships with friends as well as foes.  This means that you should try to conduct yourself well at all times regardless of the level of competition.

Remember, you and your team should thrive on competition and the performance enhancing qualities that good, healthy competition brings out.

If you do not have a rival, go and get one.  If you have a rival, go out and challenge them.  Both of your teams will be better for the effort.

Be a good neighbor, competitor and have some fun. Your reward is more friends and a more efficient, better run team.

“Can you carry out orders as well as give them?”

Get this straight from the beginning. You may be in charge, but there is always someone you will have to answer to. You might have to answer to your organization, a supervisor or “just” to yourself, but it will be someone.

In order to please your boss, you must be willing to carry out their orders as well as give the commands to get those orders accomplished.

Now is the time to be a leader, act like one!!!

Not only are your subordinates counting on you, but your superiors are counting on you as well. To achieve the organization’s success, you must make the right decisions and give the proper directions so that everyone is going in the right direction.

First listen. Be certain you understand the organization’s goals.

Understand your boss and develop a keen understanding of the overall goals. Learn to get your boss’ point of view, regardless whether you agree with the policies or not, you have an obligation to be on the team. Teamwork is important. All people, from top to bottom, should understand and be working toward common goals.

To carry out your boss’ instructions, talk straight.

Be specific in your words to your subordinates.  Be certain they understand your meaning and intent, not just the words. Listen again intently to their feedback. Just like you understand the team’s goals, they also must understand the goals and your directions.

Finally, giving clear and precise direction is critical to achieving goals. Do not waste time, money, materials and labor giving your people garbled information.  This is disastrous to morale and is highly costly in operating terms.

Be directive. Giving clear, precise instruction can ensure that your directives will be quickly complied with and the tasks expertly accomplished.

Do not forget to reward your people for a job well done. But that is another lesson.

“Are you physically and emotionally fit to carry the load of Command?”

Let us not forget, Leadership, as the word implies, means being at the front, in charge, in the heat of the battle. Thus, being emotionally and physically fit is a prerequisite to being in charge.

In order to lead, you must be ready to carry the physical and mental burden of command.

Leaders need to be where the action is.

Leave your desk behind.  Go get out from your air-conditioned office. This means, experience the sweat and endure the same problems encountered on the front lines. Work under the same policies your people work under.  In order to do this, you will need physical energy and fitness to work with your people.

You may see and hear things you do not like out there.

Emotionally, you will need to be mature to ensure your organization’s goals. Your organization or company will mirror your leadership style.  Being emotionally fit implies a lack of hysteria, foolishness, nerves, fright, or frenzy.  It means a disciplined, controlled and precise demeanor in the face of adversity.

Remember, it is difficult to lead people if your own emotional behavior is out of control.

Being emotionally and physically fit is most important at the end of the game.  Your physical and emotional fitness enhances your ability to resist the mental and physical fatigue that often results from achieving great tasks.

Fitness will allow you to be there “where and when” your people need you the most.

Fitness will allow you to be at the front when the going gets the toughest.

Lead from the front with tireless physical and emotional fitness.

Morale will soar and so will results.

“Do you have the courage to make tough decisions and stand by them?”

Be tough, but be fair.

Set high standards, and see them through.

Understand what needs to be accomplished to meet your goals and then go “Do It.”

A word about “being nice.” You always want to conduct yourself with dignity and decorum regardless how difficult situations become.

Being a tough, strong leader does not mean being abusive. Many times in your career, you will have to accomplish disagreeable tasks or reprimand people for their failure to perform up to standards. This is one of the toughest parts of being a leader.

During these times it is important to maintain your leadership composure and discipline. Making tough decisions does not mean that they are accomplished without compassion and care for those people involved.

Be critical of products, outcomes, and results, not people.

This is where your courage comes into play.

You must stand firm and accomplish the mission for the good of the unit or organization.

People respect a boss that is tough but fair. People like the structure of clearly defined rules. They like to know exactly what is expected of them, and what role they are to play in the organization.

They want you to follow up on their suggestions, as well as their complaints. They want YOU to take care of them.   Morale will be higher, people happier, and everything will be more efficient and productive.

“Are you able to do many things at one time?  Can you manage a complex job or environment?”

“Division of Attention” is a condition of leading and/or controlling (managing) simultaneous or continuous tasks, activities and events.

Division of attention takes leadership skills and management practice. By the very nature of this complex environment, you cannot accomplish everything or every activity alone.

This means, you must delegate tasks to your people and use your leadership skills to achieve your mission or goals.   These skills make sure everyone is working toward the goals of your organization. You need to ensure that the best available talent is being used effectively and appropriately.  Leadership ensures everyone is doing his or her part.

Once you provide the overall leadership, the day-to-day management will become easier.

Lead, set standards, be involved, but do not micro-manage your people.  Be careful; do not waste time on trivial or inconsequential matters.

Learn to spend your time where it counts the most, leading your people and keeping an eye on the overall goal.

That way, your mind is free to think. Set the course, and ensure that everybody and everything is headed in the right direction and that everything is being accomplished in that complex environment.

“Are you willing to accept your subordinates’ failures as your own… yet recognize their successes as their own?”

You are the one ultimately responsible for the success or failure of your endeavor. Your people will make mistakes from time to time.

Take responsibility for their mistakes and do not offer alibis for errors or shortcomings. See to it that your subordinates know that you are interested in their welfare. When they do good work encourage them…they will do even better.

The “buck always stops with you.”

Do not pass the responsibility for errors on to your subordinates or staff.

Always give your people the credit for success in reaching goals.  Praise often, loudly, and in public. Reprimand if necessary, quietly and in private. After reprimanding, try to end the meeting with some genuine and positive thoughts and words.

Leave your people with their dignity and respect. Just because someone might have made a mistake, do not destroy their worth as a person with harsh words.

Your reward will be loyal, hard working players that will work hard for the good of the team.

“Do you like to work with young people? Can you live with their energy, their points of view, and the problems they represent?”

Try to see maturity in people.

Management Theory “Y” states that people, if left alone, are inherently good and will work hard at their jobs.

Age differences may invite conflicts in style, technique or demeanor, but keep your eye on the successful completion of goals. The critical factor is to determine if the goals of your organization are being met.

Encourage a participatory leadership environment regardless of the age of your subordinates. You might be surprised what a “new point of view” might achieve!!!

A word to the wise to young people: Hey…cut the old guys some slack. Remember, the definition of “experience.”  It is living and learning through hundreds of ideas that didn’t work.  If you are smart, you won’t have to make the same mistakes to gain your own experience.

Listen and learn from those around you…young or old or in between.

“Is your family willing, if necessary, to be secondary to the unit, squadron, group or wing?”

You will be working long and hard hours to achieve your dream. But is this dream the same as your families?  Be honest in answering this question and you might pre-empt problems that lie ahead.

Listen intently to constructive family criticism and utilize the information to strengthen your family ties. Remember people, especially family members, might see your long hours and personal sacrifice differently than you.

Their dreams may be in direct conflict with your professional aspirations. Their willingness to support you and to perhaps be secondary to your goals is critical to your success.  Family concerns must be addressed when developing your plans and appropriate solutions implemented to pre-empt problems.

Work on appropriate solutions. What is the purpose of succeeding if you fail your family?

Is your family willing to assume a role in helping you create a happy Air Force community?

You will need your family’s support if you are to succeed. In turn, your students will need their family’s support.  It is up to you to help your family and your student’s families in any way you can.  In essence, you are creating a support system for the families as well as for yourself.

In order to get your family’s support, explain to them the important role they play in your life plan. Your goal is, not only to get support from them, but also give them support and get them involved. Let your family and your student’s families know you care about them.

Develop a family atmosphere where you work with policies and practices that boost morale and encourage family participation. People respond to leaders that genuinely care about them and their problems.

When you establish a “happy community of people” all working to achieve goals, you will have a motivated, effective and efficient team.

You benefit from loyal and hardworking people.

This translates into more learning, more winning and greater success.

“Are you willing to dedicate yourself solely to your unit?”

Meeting your goals requires dedication. It requires the commitment to work long hours to accomplish difficult tasks.  You may be away from your home, family and friends for long periods.

This may require missing or rescheduling family, social and recreational events due to the requirements of your position.

Leaders require the need, will, and the attitude to measure up to the burden of command.

Leadership takes dedication.

Ultimate 21 Command Questions

In our archives, we found a USAF Air University Handbook for new Commanders. In the first pages, there are 21 questions a new commander should consider.

These 21 hypothetical questions help Commanders determine if they are ready to accept the challenges of major supervisory positions. The Air Force saw great results asking these questions.  You should benefit from them also.

The original questions were hypothetical and not answered.  We reprinted the unedited questions here and then answered them.  The answers are not representative of the USAF or its doctrine, but are solely based on, and the intellectual property of the Life Performance Institute’s Leadership Model.

We were excited and motivated by the insight they provide.

Get ready to lead like an Air Force commander.

For the next 21 entries ask yourself the following questions.

(The questions have not been edited.  Insert your school, team, children or leadership situation in place of the Air Force structured unit.)