To change someone’s life, to have a huge impact - that is my motivation! I joined the Navy with a GED and started at the bottom of the rank structure and because of a few leaders I had along the way, I was able to find the courage to break out of my comfort zone and dare to aspire. Some of the leaders who inspired me were magical individuals, while others were bitter tyrants. The former lit a fire that the latter could not extinguish. Because of my motivation, I believe that I tend to be a transformational leader. I feel I challenge Sailors to fulfill their potential, whether that means making Chief, getting a commission or becoming a better military parent. I can honestly say that I have been there and done that and so can they! These leaders gain immediate respect and as long as others believe you have not forgotten where you came from, will strive to do two things. First, try to ensure your success as a supervisor and secondly, emulate your behaviors. It is important for others to see that “it” is possible, whatever their “it” may be.
Once when my office was directed by the Commanding Officer to paint over the weekend everyone was demoralized. Even as the Administrative Officer over the department, I had little say in the matter. One of the junior Sailors asked me if they could complete it during the week after working hours. Even though this plan seems sound, remember, we have to be up and running first thing in the morning. Furniture, faxes, copiers - everything must be in working order. After talking it over with everyone, it we decided to tackle it after work during the week. I guess the entire officer assumed that I would not be sticking around; maybe because I was the only officer, I am not sure. What I am sure about is that when I stepped out of my office and took pizza orders there was a buzz in the air. They all knew that at one time or another, I had buffed floors, cleaned heads and stood duty. Nevertheless, that was in the past and had nothing to do with them. By staying that evening, it proved many things, but the most important one was that I cared and valued their time and effort. The bond that was produced that evening led to not only the success of our office, but the individuals that ran it. We had more Sailors of the Quarter, rank promotions and degrees in progress than any other department in the building. What we built as a team in those five hours sometimes takes five years to achieve. It was a humbling and moving experience. Because they knew I cared about them and their success, they ensured mine.
My philosophy on effective leadership is based on the premise that everyone wants to succeed - whether that is in the classroom or conference room. I believe that it is my responsibility to facilitate their desire, which requires the utilization of all resources available. As a leader, it is essential to give everyone the benefit of the doubt. In addition, it is imperative to voice your belief that everyone is an intricate part of the management team or the classroom. If you can do this, everyone form the lowest ranking Sailor to the Commanding Officer to ultimately the Navy will meet their goals, both individual and organizational. “The transformational leader builds relationships with followers through interactive communication, which forms a cultural bond between two participants and leads to a shifting of values by both parties toward common ground” (cited in Flumerfelt, 2006). All involved will experience powerful growth and profitable results.
In conclusion, one must treat individuals as individuals and genuinely care about their hopes and aspirations. Believe that they can achieve what they set out to do, whether that is, make the next rank or acquire a commission. Finally, to be the most effective leader you must be comfortable in your own skin. You must believe in the individual and the mission and be able to articulate this in a positive and genuine way every day.