My leadership philosophy.

1. My Leadership Philosophy
Leadership is founded on relationships, physical actions, and humbleness. Relationships embody trust,
willingness, and the commitment expected from the subordinates towards the leader. One’s physical
actions as a leader define their legitimacy in what they preach and humbleness allows for growth.
1. Seek to have a personal relationship with each of your subordinates on a non-business level.
This initial illustration comes from a book I am reading, “One Bullet Away,” by Nathaniel Fick, a
Marine Officer. In a leadership position that requires work and results, it is sometimes overlooked
how the leader actually obtains these results. In order for everyone to be goal oriented and seeking
the results of a whole, everyone must respect and trust their leader. A leader is going to accomplish
this trust by establishing a relationship early on with each of their subordinates. Whether it is
conferencing, a quick interaction in passing, or a five minute check-in, these relationships are the
foundation in which cohesion between leader and subordinate are formed. Taking the time to learn
and know these individuals will have a tremendous impact over time. The first thing Lieutenant Fick
did when he arrived to his platoon was make an effort to learn about each of his Marines.
2. Seek to understand someone’s perspective, even if it conflicts with your own.
The piece of advice above has been a crucial attachment to my leadership toolbox. I have been
known to have a temper, and when someone does something that conflicts with my viewpoint,
anger erupts inside of me. I have realized that there is a reason for every action. I have used this
tool to its full potential. Instead of going into a mode of punishment, I first question the individual
for their action and then analyze the situation from there. Having a calm reaction will increase the
longevity of relationships with subordinates.
3. Never surrender your integrity.
Integrity is the root of all values and your legitimacy as a leader. Subordinates cannot trust a leader
that does not abide by rules and regulations. As one of my cadre members constantly reminds me
and my peers, “You can be stripped of everything, but no one can take away your integrity.”

2. 4. When mistakes are made, use them as learning and developing tool s– not as reasons to be
punished.
As I have learned through many experiences in my life, mistakes are the best learning tools.
Mistakes can be used to develop your subordinates, and gets the point across in a more productive
fashion than lecturing on “what not to do” because it brings the issue to real life. If everything
always goes correctly, no one will ever learn.
5. Have close relationships, but not to the extent at which subordinates take advantage of you.
Relationships are crucial to leadership as I said before, but when subordinates become too close,
the leader and subordinate roles diminish. Be a friend to your subordinates, but be aware of when
the line is crossed and act authoritatively.
6. Your position title does not immediately make you an expert.
Leaders who fail are those who lack humbleness and believe their title makes them an automatic
expert. “A leader is a good leader because they are willing to learn and trust.”- General McChrystal.
Leaders are on a constant learning curve, and without this realization subordinates will turn against
you and your ambitions.
7. Seek the influence of your subordinates in your leadership.
Without the input of your subordinates, their morale and willingness will tend to fall. If
subordinates input are placed on accomplishments, it makes the achievement their own. Human
nature strives for recognition, so it is imperative as a leader to make your subordinates feel they
have contributed.
8. Serve your subordinates before anything is expected in return.
The allusion of servant leadership is sparked from quotes made by General Mattis. As I paraphrase ,
the general take away is that you cannot expect your subordinates to do things for you before you
have done something for them. You have a role to fill, and before they fill theirs, you must prove
you can fulfill your own.