9 Regt suffered from certain people trying to make a name for themselves at the expense of running a slave ship mentality........work the boys till they drop, thankfully the lessons have been learnt and on the current CTR (250 Miles away to the East) a finer tune of work AND play has transponded.
Its not even a dilemma is it??? Treat the lads like shit they'll sign off, morale will always plumet with bad management.
Mike Young has spent a lifetime in the Navy learning about leadership. He outlines motivation, development and self-awareness as fundamental, finds Carly Chynoweth
âLEADERSHIP canât be taught,â says Lieutenant-Commander Mike Young, enthusiastically. OK, I think. This will be a short article. âBut you can help people to learn about it.â There goes my chance to skive off early.
The Royal Navyâs Dr Young, a personnel strategy adviser to the Second Sea Lord, has spent much of his working life learning about leadership. As part of his recently completed doctorate in business administration, he studied what it is that makes people first-rate leaders, and how organisations can help to develop these skills in their staff. The resulting leadership development framework highlights three key areas: motivation, subordinate development and self-awareness.
The most surprising of these, at least to outsiders perhaps, is the importance attached to self-awareness and emotional intelligence. Military hardmen may look good on screen, but itâs those in touch with their emotions who are the stars of the service: âOur best performers were most aware of the level of their performance, and theyâre also most aware of their underlying emotions. It was like a feedback mechanism for their own performance,â Dr Young says.
This emphasis on being able to learn things for yourself is central to his approach to development. âWhen it comes to leadership . . . you canât teach it but you can help people to learn about it. Itâs about . . . helping them to examine themselves and setting up the framework to help them to learn for themselves, whereas teaching has overtones of standing at the front saying, this is how itâs done.â
This is at least partly because true leadership ability must be more a part of someoneâs character than it is a professional ability along the lines of being able to balance a budget. âYou canât afford it to be a face that you put on for ten hours a day then walk home. It has to be part of who you are.â The importance of this is clear in the Navy, where close quarters and months spent at sea mean little room for role-playing. However, all organisations that demand integrity of their staff need a similar, embedded approach to developing leadership as a personal quality â subordinates can see through false faces.
But surely one of the things about being a military leader is that what your juniors think of you is largely irrelevant. As it turns out, this is a common misconception. While the Queenâs Regulations give officers the legal power of command, the officers themselves understand that they need to earn the right to lead. âIn the civilian world there is more of an assumption that being in a senior role makes you a leader, but thatâs not true (either) â it makes you a senior executive,â he says. âIn the military there is the idea that you have to know yourself, build the team and do the job. So much flows from that self-knowledge.â
The power of command is essential in situations where there isnât time to build up the relationships necessary for leadership â for example, when a new team is formed to provide aid in the aftermath of a natural disaster. In these circumstances, things need to get moving immediately, and the ability to command does that. âPeople donât like to be dictated to on a daily basis. If you have a team and the luxury of time it would be a fool who feels that he can take the decisions better on his own than by engaging the team.â Listening to team feedback can protect the leader as well: âIt can stop you getting into an emperorâs-new-clothes scenario.â