IntroductionThis be a Good leader. Im typing this

IntroductionThis document has been created to outline the expected method of LeaderShip It will give you guidlines. and tips, on how to be a Good leader. Im typing this down from my own thorts. of what a leader should be.   Hope you will enjoy and Use this.Lead by exampleEncourage thinkingApply reward and disciplineDemand high performanceEncourage confidence in the teamRecognise individual strengths and weaknessesStrive for team goalsNow I know what you’re thinking, “Hey the beginning of all those points spells out the word LEADER” and you’re probably right on that but you’re missing the point.Leading by example:You would NOT do something which you thought your leader would not do, all leaders have been their in your place and for an example a sergeant in the army has once been a recruit where you are now and has been through the hardship of it. Another example would be that your leader would also help clean the weapons at the end of the week along with the boys.Encourage thinking:No leader is going to hit the perfect score at every task they come across, but what they can do is ensure the TEAM is working to their 100% and that is what one of the leaders roles, to inspire and drive you to be 100% and pull your weight in the team fight whether it be organising a fire fight or simply organising a piss-up, your leader should be inspiring you and motivating you on those tasks.Apply Reward and Discipline:This one is a no brainer, you do well and you get rewards to make you hit that same performance the next time. However you do badly and you will get punished. When I say do badly I do not mean that you performed poorly, I mean you have probably broke some moral code, done something seriously stupid or generally cocked about on the job. No leader will ever punish you for doing poorly when you put effort in, they will only help you recover and hurt your next task.Encourage Confidence in the Team:You don’t get anywhere without confidence. Say you were 2nd in command of your section about to attack a position and your section commander suddenly got blown up by an I.E.D. If you had no confidence in the task you were doing you’d fuck up and get the entire section killed. A confident member would take command on his shoulders and win that fire fight and get the rest of your boys home safely.That is simply what a leader is there for, to make sure you are confident in everything you are doing so when the time comes (and it will) you can step up to the mark without hesitation.Recognise Individual Strengths and Weaknesses:Leaders know their team, they know their strengths and their weaknesses inside out so they know the ability of his team and can work his way around that whilst planning. Again, no-brainer.Strike for Team Goals:A leader doesn’t just set a goal. He lives it, he makes the boys live it too so they get their heads in the mindset of taking that challenge and before you know it you’ve done that challenge a thousand times over in practise and in your head so when the time comes you’re already at the end-game before you even begin. A leader is someone who plans ahead of the plan ahead and practises even further in advance, he makes sure every arc is covered and nothing left untouched when it comes to goals and smashing them.Leading small units in combat is a highly complex role with awesome responsibilities. Knowing how, when, and where to maneuver your small tactical unit is key to success in that role. Remember that the goal is always to preserve your unit’s’ combat power— their maneuver, firepower, protection, and leadership. Keeping this in mind and constantly assessing the situation through METT-TC, you can ensure that your troops arrive where they need to, when they need to, and therefore gain the victory___________________________________________________________________________________________So, here are my  tips for new sergeants And officer’s . . .Successful sergeants spend 80% of their time working with people and 20% doing everything else. Sergeants that fail to inspire, have a poor squad culture, and breed negative officers focus more on everything else rather than people and building relationships.Successful sergeants find ways to teach their officers to be adaptive decision-makers; not robots that only understand “if – then” statements. When opportunities present themselves, sergeants explain their process for making difficult decisions and everything they took into account. Then, when their officers face similar situations they will apply their own similar process.Successful sergeants never waste briefing time. There is always something that could be discussed, debated, trained, or learned in briefing. This is one of the few opportunities when sergeants have their entire squad’s attention at one time; make the most of it.Successful sergeants understand that policing is a complicated profession. Both sergeants and their officers are going to make mistakes at some point. Do not hide mistakes, share them openly and turn them into learning opportunities focused on improvement. Mistakes are fine, just don’t make the same one twice.Successful sergeants recognize, reward, and promote good police work by their officers. They use whatever methods are available at their department to make this happen anytime an officer goes above and beyond. Not only does this create a more positive culture, but it also spurs on more officers to look for opportunities to go above and beyond. What a sergeant rewards will be repeated.Successful sergeants have a vision of the culture they want to have on their squad. Squad culture is defined as the conglomeration of your officers’ actions, attitude, and effort. If you asked another sergeant to describe your squad in 4 words, what words would they use? That is your culture. If you don’t like those words, do something about it.Successful sergeants do not lead from their desks. They get out on the road with their officers and find ways to serve them throughout each shift. They never believe themselves to be too good for the “grunt” work of being an officers; they get in there and get their hands dirty occasionally.Successful sergeants recognize that their actions, attitude, and effort tell their officers what is important to them. If a sergeant speaks negatively about their schedule, some situation at the department, or some aspect of the job, then don’t be surprised when the officers have that same opinion or are representing that opinion openly. Negativity breeds negativity.Successful sergeants know what they do not know, then they find ways to compensate for those areas. If they are not good at tactical situations, they talk to the department’s SWAT officers about various scenarios and how they would handle them. If they are not good at traffic or investigations, they build relationships with motors or detectives that are respected. The most important aspect of this tip is that a sergeant never fakes knowledge and gives bad advice to an officer. This will kill their credibility. If an officer has a question that the sergeant does not know the answer to, the best thing they can do is say, “That is a great question, I don’t know, but I know someone who will. Standby and I’ll call you right back.”Successful sergeants never allow themselves or their officers to stop learning. The minute a sergeant thinks they know it all is the moment they begin sliding towards mediocrity. A sergeant values training and realizes that the more training they can get for their officers, the better their officers will be on the road.Rule No. 1 in leadership is to settle on a worthy goal. Nothing is more disheartening than doing hard, dirty, dangerous work in support of fuzzy objectives that nobody can even articulate. In the military, leaders don’t always get to choose their objectives, but    Most military units have a person or a unit in charge of collecting and collating intelligence. In business, we might think of this as market research and competitive analysis; in athletics, we might think of scouting the competition. Regardless, a great leader works to find out what challenges his or her people will face before sending them into action. Good planning starts with the objective and works backward to where you are now. It’s easy to articulate but can be very difficult to do, which might be why so few would-be leaders actually do it. Instead, they pursue interesting or promising strategies without truly considering how or whether any particular action will lead to their ultimate goals. If you have every necessary asset to accomplish a goal when you first set out, either you’re incredibly fortunate or you haven’t set your sights high enough. Truly great leaders know that pursuing worthy goals means pushing teams beyond their abilities and assets. It’s why we say that true entrepreneurship is “the pursuit of opportunity without regard to resources currently controlled.” Your team needs to know that you’re even more committed to the objective than it is. That means standing up for it and being visible–literally in front of team members at times. Optics can be most important. You’re the leader. Act like it. Optimism is a force multiplier. A team won’t believe it succeed unless its leader believes it. So, acknowledge challenges and setbacks, but keep them in perspective. Unless you’re convinced that your goal is now unattainable, don’t let discouragement reign. (If you do become convinced that your goal is no longer attainable or worthwhile, go back to Rule No. 1!) Leadership isn’t about being liked. It’s about acting in a way that engenders respect, which also means holding your team accountable. When individual team members fall short, it’s up to you as a great leader to correct them. Doing so in a constructive manner sends the message that you care about both your mission and your people. You want your people to feel that their team is more than the sum of its parts. (That’s part of why most soldiers I know like the Army’s current recruiting slogan, “Army Strong,” more than the previous one, “An Army of One.”) People also want to know that you’ll have their backs even if they fall short, simply because they are part of the team. Being a true leader means thinking long term and committing to your people even after they’re no longer part of your effort. That means offering mentorship and opportunities for them to grow. If you haven’t served in the military, you’ve at least seen the Hollywood version–soldiers working out together, running in formation, calling out cadences. Routine military workouts aren’t going to turn people into superstar athletes, but they do set the tone. It’s hard to be a great leader if you don’t take care of your mind and body. As a leader, your words are among your most important tools, so if you’re not communicating, you’re failing. If your team doesn’t know its ultimate goal, or if it doesn’t have a good understanding of the plan to get there, or if it doesn’t appreciate how its personal contributions are vital, you’re probably doing something wrong as a leader. When it’s cold or wet or dangerous, soldiers want to know that their leader isn’t asking them to do anything he or she won’t do himself or herself. This is a universal leadership principle. If you’re telling your team members that they have to work weekends or tightening your department’s budget, you’d better be willing to share the pain. As a leader, you don’t just set a goal, devise a plan, give an order, and sit back. Instead, it’s up to you to check progress continually. If things aren’t working, figure out why, and make a change. You’ve probably heard the Albert Einstein quote: Insanity is “doing the same thing over and over again and expecting different results.” So don’t do that! If your team makes a mistake, as a leader it’s your mistake. The buck stops with you. Take responsibility, and embrace it. You can’t possibly check everything, so instead, create a culture that suggests you could wind up checking just about anything. Your team members–whether they are soldiers or the staff of a marketing department–will take their cues from you. You need to be able to rely on them to follow up and to ensure that the things they can see are working correctly. It’s remarkable how just a few good words from someone you respect can inspire you to work harder and achieve more. Great leaders know this, so they’re always on the lookout for opportunities to offer words of praise and encouragement. The caveat is that these have to be sincere remarks, which in turn means you have to know your people well and care about them. This came home to me when I was in Iraq as a reporter, and I wanted to interview a high-ranking officer, only to be told that he had gone home on leave–basically the military word for vacation. I’m sorry, a general on vacation in the middle of a war? The theory was that if the top commanders didn’t take leave, then nobody below them would, either. You need time away from your work and your team in order to see things clearly and lead better. Thanking people is different from simply offering encouragement. It means pointing out the connection between their individual effort and how it affects the ultimate objective. It’s a basic human need to want to do good work that means something. Show people that you see their work and value it. At a basic level, your good judgment is one of the only things you have to offer your team members. They need to know that you’re weighing the cost of their efforts against the impact on the final objective–and whether the final objective remains worth it. If you’re asking them to do something, you’d better believe it’s worthwhile and will work. Your mission is important (otherwise it shouldn’t be your mission). However, it’s not the only thing going on in your people’s lives. More than that, people screw up–and you will screw up, too (see Rule No. 14). So, although you want to hold people to high standards, you also want to embrace your humanity. People aren’t machines; they need to be treated like people.____________________________________________________________________________________________________Here you have some Quotes. to think about. Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers. Robin S. SharmaLeadership is practiced not so much in words as in attitude and in actions. Harold S. GeneenThe art of communication is the language of leadership. James HumesThe quality of a leader is reflected in the standards they set for themselves. Ray KrocA good leader takes a little more than his share of the blame, a little less than his share of the credit. Arnold H. Glasow Provide InspirationGood leaders are trailblazers, making a path for others to follow. Great leaders, however, inspire their people to reach higher, dream bigger, and achieve greater. Perhaps the most important leadership skill you can develop is the ability to provide inspiration to your team. If you inspire them to reach for the stars, they just might bring you back the moon.1. “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams2. “Leadership is the capacity to translate vision into reality.” – Warren BennisTeach and LearnSmart leaders know what they don’t know. Learning is a constant process throughout your professional life, and it doesn’t stop when you’ve become a team leader. Make sure to never stop looking for opportunities for professional development, and pass on the wisdom you’ve learned to your people.3. “Leadership and learning are indispensable to each other.” – John Fitzgerald Kennedy4. “A teacher affects eternity; he can never tell where his influence stops.” – Henry AdamsBe BoldTo be a good leader, you sometimes need to go down the untraveled path. Being bold in the face of uncertainty will help give your team courage and motivate them to keep striving when the going gets tough.5. “I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.” – Herbert Swope6. “You don’t lead by pointing and telling people some place to go. You lead by going to that place and making a case.” – Ken Kesey7. “A man who wants to lead the orchestra must turn his back on the crowd.” – Max LucadoBe HumbleIf learning is an important part of leadership, then it follows humility is an essential attribute as well. After all, you can’t learn new things if you cannot admit you’re a work in progress. Be open to recognizing your own faults, so you can grow as both a leader and a human being.8. “No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.” – Andrew Carnegie9. “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” – Sam WaltonListen To Your PeopleYour people are your greatest resource; listen to their feedback and encourage their dreams. You never know where your next great idea will come from, so empower everyone up and down the corporate ladder to contribute and innovate.10. “To lead people, walk behind them.” – Lao Tzu11. “The best leader is the one who has sense enough to pick good men to do what he wants done, and the self-restraint to keep from meddling with them while they do it.” -Theodore RooseveltStrike a BalanceBeing a good leader is a balancing act. Your leadership strategy should never rely on just one type of management. It might at first feel like walking a tightrope, but soon balancing multiple leadership attributes will become second nature, and allow you to lead in multiple dimensions.12. “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” – Jim Rohn13. “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.”- Norman SchwarzkopfTackle ChallengesTo be a great leader, there’s no such thing as a challenge too big to handle. Once you adopt this attitude, your people will follow suit, and every problem will present an opening for greater achievement.14. “Don’t find fault, find a remedy.”- Henry Ford15. “Anyone can hold the helm when the sea is calm.” – Publilius Syrus16. “Successful leaders see the opportunities in every difficulty rather than the difficulty in every opportunity.”- Reed Markham_____________________________________________________________________________