The General's Rules
This Week's Theme: Becoming a Coach
Saturday, March 3, 2001
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Q. What standards do you set for your officers?
A. As a leader, I need to go beyond making sure my division is combat ready and taking care of my soldiers and their families. I need to encourage and develop loyalty from one soldier to the other. I must also function as a mentor. Here's what I seek to convey to my officers to equip them:
Have clearly defined goals and be able to articulate them to others so they're able to comprehend them.
Establish for yourself a clear agenda. Every morning I write down the five most important things I need to accomplish that day.
Let your people know where they stand. Stay in touch and communicate with them so they don't question where they stand with you or your organization.
Don't procrastinate. Leaders fix what's broken when it's broken. Problems not dealt with will simply multiply.
No repainting the flag pole. Make sure the work being done by the people in your organization is productive and vital.
Set high standards. People's performance rarely exceeds the standard you expect of them.
Lay your concepts and plans out to your people, but let them execute them.
Never lie. Never. Ever.
When in charge, take command. Be decisive, not double minded. Provide security for your followers by using your authority wisely.
Do what's right. The truth is that we always know what is the right thing to do. The hard part is in the doing of it.
Norman Schwarzkopf commanded the 1991 Persian Gulf Desert Storm operation.
Adapted from: Jess Gibson, Coaching Champions (New Leaf, 1993). 1 of 1
God, give me the grace and humility to pass on to others what You've taught me.
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