After the technical type questions I did OK at - came the deal breaker - "Describe your organizational skills".
"Oh, Crap, did I just SAY that?" I thought as I felt a breeze on my cheek, the ax falling, most likely. What's next, a conversation about dishware and shoes?
But I got hired. A couple days later I was riding herd on a couple hundred people. I hoped they didn't all expect pie.
I wouldn't trade those years for anything and it's the reason I spent at least two weeks a month away from my husband for several years, not willing to give it up for a desk at headquarters quite yet. My husband too is a leader. He knows that if he asked-- I'd quit my career in a heartbeat as he is more important, just as he knows he won't ask that of me, for he totally gets it.
These thoughts here tonight, are based on the core principals of military leadership that many have passed on to me by my Dad and my superiors, as well as things I just learned by watching bad leaders as well as making my own mistakes, finding my way. I revisit them regularly, and with humbleness.
You can get away with not knowing how to play Dungeons and Dragons but if you are managing people, you must know the latest of technical developments in your field and how to use them to deploy your resources. Never stop learning.
Seek responsibility and take it. A key leadership principle is that we ALL make mistakes, but it's how we respond to them that separates the "men from the boys", as they say. If you make a mistake and blame someone else, no one is ever going to trust you again (though some people might be stupid enough to vote for you again).
Your Mom doesn't work here. If you screw something up, own it, don't wait for someone to make an excuse for you or correct it for you. If you break it, fix it, if you open it, close it. You are accountable for your actions, you are accountable for your outcomes.
Act with your head, not other parts of the body. You're angry, desperate or just want to fling a colleague into the next county with a trebuchet? Don't. Take a deep breath, go drink some cold water and deal with it rationally. Once you've acted rashly or solely on emotion or hormones, you will lose ground you don't get back. If you're already perceived as weak, it can be fatal, as a leader.
The rules that apply to your team, apply to you. If they have to sort it, document it, retain it, verify it, or fill out 8 forms for it, SO DO YOU.
Lead from the front. You are setting the example. If you are thinking "just this one time", or "let's take a shortcut", "let's just this once, sacrifice a (little) standard", whatever it is, then your team will be OK with it too when you're not looking. Hold yourself to a higher standard, and they will try to as well.
Waffles are great for breakfast but they make lousy leaders. Think out your decisions and take into account, every bit of information you can get when you make them, asking those who are more informed and, if they aren't available, then questioning yourself. But make them decisively. Do NOT wait for popular opinion or the news cameras to come out to make them.
Questions are less bloody than not asking them.
Know yourself, but know your team as well, and look out for their welfare like your own. Loyalty may be bought, but only very briefly. Be compassionate, but be firm, and be clear that what they offer is important. If they know that they can count on you, you can count on them.
We all have wounds that drive us and the scar tissue usually isn't visible. Understand what drives your people, what gets their hackles up, what motivates them not to be in some particular place. Never be so busy that you fail to listen to them about something that may sound like it has nothing to do with the team. It will have everything to do with the team.
Successful missions come in threes - the mission you plan, the mission you do, and the mission you wish you had done.
Some things are classified, but don't be a mushroom farmer. Keep people informed. Share those things that may not necessarily be their specialty, or even within their current technical grasp. They will learn, and they will feel included and valuable, for they are.
Go into battle with them. Don't sit at your comfy desk with your giant mocha latte every single time they hit the field when conditions are beyond crappy or risky. Get out, be in front, and get seriously dirty and a bit dinged up with them. Never forget those places that got you to that desk and revisit them when you can.
Successful completion of a task depends on how well you know your unit’s capabilities. Don't give out a task you have not prepared them to do. Experiments are for a science lab, not the field.
You set the standards by what behaviors you ignore, reward and punish.
There is no "I" in "Team" but there's "Me" if you rearrange the letters. Yes, and No. Respect the individual, know the individual. But train and cross train as a team, individuals have weaknesses, teams learn to compensate and overcome them. Reward is not the only thing shared, responsibility is.
Have a sense of humor. It can disarm, it can engage. Don't overuse it, and in the workplace, avoid with strangers, but never forget it. And someday, when I'm retired and all witnesses are dead, I'll tell you a story about getting someone to collect evidence by milking a goat.
Just because it's not your fault, doesn't mean it's not your problem.
Trust but Verify. You have to trust your team to do their job without micromanaging every step. But verify it's done to the standards you have set, standards that are clearly communicated and adequately supervised. For their mistakes aren't just theirs, they are yours, for you are accountable to your superiors.
People like rewards, be it monetary or even a plate of home-baked cookies - but that's not why they sign up to work with you when there are other choices.
Recognize not just physical courage but moral courage. Standing firm on values, principles, and convictions is just as important as putting life and limb on the line.
Know your limitations. Not just your own, but the limitations of your team and the individuals that comprise it, as well as those of your organization as a whole, at the highest level. If you know that, you know when to call in back up and how and who to call for back up. And don't be afraid to, no matter whose toes or egos get stepped on. There are jobs where failing that might mean a bad meal, a bad haircut, loss of income, or a loss of face for someone. In some positions, failing that means people will die. NEVER forget that.
Never get so self-important that you can't take advice from the probie and thank them for that.