Posted on Jan 25, 2015
How do you build your legacy? What is your philosophy on mentorship?
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I believe that any leader's legacy is in those he mentors and leaves behind when his course is run. As a 1LT, I'm interested to know your mentorship philosophies and your methods of ensuring your subordinates flourish. Your opinions and experiences will help shape my own in the future when I have the opportunity to take a command. I want to believe that what I do has an impact and matters in one or five or ten years. Thank you for your advice.
Leadership
Mentorship
Legacy
Philosophy
Personal Development
Posted 10 y ago
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CPT (Join to see), a couple of the things I think are vitally important:
- Be willing to serve your subordinates. There are other discussions of servant leadership here on RallyPoint. I think it's the perfect way to mentor and leave a legacy that will last.
- Be ready and willing to give your subordinates the credit - really, in deed, not just in word - when good things happen.
I'm sure there are many many more. If you don't already have those two on your list, I would add them.
https://www.rallypoint.com/answers/servant-leadership-taking-care-of-soldiers-senior-and-subordinates
- Be willing to serve your subordinates. There are other discussions of servant leadership here on RallyPoint. I think it's the perfect way to mentor and leave a legacy that will last.
- Be ready and willing to give your subordinates the credit - really, in deed, not just in word - when good things happen.
I'm sure there are many many more. If you don't already have those two on your list, I would add them.
https://www.rallypoint.com/answers/servant-leadership-taking-care-of-soldiers-senior-and-subordinates
Servant Leadership: Taking care of Soldiers... Senior and Subordinates | RallyPoint
Team, This subject has been kicked around a few times; however, I'd like for anyone that wants to answer/respond/share to read the article at the link http://ncojournal.dodlive.mil/2013/10/04/the-nco-army-leader-servant-leader/ and then provide their thoughts on the subject and whether you believe this is what military leadership is about? Consider also that Servant Leadership, amongst other things, is a leaders ability to "turn the rank...
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- Agree that one's best legacy is the people we develop to carry on after we are gone, whether that is Soldiers, children, or others.
- Some people try to make themselves indispensable such that the organization falls apart without them. A better measure to to lead a formation (or your kids) such that it (or they) can operate well in your absence.
- Being able to do the above is not a matter of luck. It does not just happen. It is a matter of training, preparation, and trust to name a few.
- Making oneself indispensable is easy. Keep key information to yourself, don't share your knowledge or techniques, don't share your trust or any decision making authority, make sure it is all about you and not about the organization.
- Therefore a simple response is to do the opposite of the above. Share information. All the time. Up, down, left, and right. Learn the job of your boss and teach your job to your subordinates. Once your subordinates have been taught then trust them to make decisions at their level and support them when they make wrong decisions as they inevitably will (as long as their decisions are not immoral, illegal, or unethical). Ensure all understand that it is about the success of the organization and not success of the individual.
- Some people try to make themselves indispensable such that the organization falls apart without them. A better measure to to lead a formation (or your kids) such that it (or they) can operate well in your absence.
- Being able to do the above is not a matter of luck. It does not just happen. It is a matter of training, preparation, and trust to name a few.
- Making oneself indispensable is easy. Keep key information to yourself, don't share your knowledge or techniques, don't share your trust or any decision making authority, make sure it is all about you and not about the organization.
- Therefore a simple response is to do the opposite of the above. Share information. All the time. Up, down, left, and right. Learn the job of your boss and teach your job to your subordinates. Once your subordinates have been taught then trust them to make decisions at their level and support them when they make wrong decisions as they inevitably will (as long as their decisions are not immoral, illegal, or unethical). Ensure all understand that it is about the success of the organization and not success of the individual.
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You will know when you have a legacy when soldiers and NCOs are growing with you and doing greater things.
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