When I is at the Army, I was a security officer assigned to the S-3 area of our Cavalry Squadron. S-3 would be the “Planning and Operations” a part of everything happening in the Squadron. We planned almost anything – from flag details to fight plans. I was the assistant S-3 along with a Major was assigned as our OIC.
Well, a whole new Major was sent to be the OIC with this unit. It was my job to get him on top of things on everything happening. As I was repeating this, he soon began to belittle the many plans that have been well underway. He was criticizing some of the plans (that have been approved by the Squadron Commander likewise). That was “key #1” that there were going for being problems.
About few months into his “command,” I realized that he would make an effort to ride the high points, making certain he was observed being in charge. But when it found the late nights before a major report or operations order to become ready, he was nowhere to get seen. Even during maneuvers, yet have an excuse not to ever spend as often time out inside the mud with the competition.
One day, I guess it turned out showing on my own face. A fellow officer came by my desk and informed me, flat-out, that everybody (meaning the command staff and line officers) knew that “I was usually the one actually running the S-3 shop” also to “keep my head up – I had their support.” That forced me to feel a bit better, knowing others were seeing what I was observing at the same time.
How does that really help YOU?
In your organization, for anyone who is the “leader” – then you need to get present when all things are getting dirty. When your subordinates are from the middle of a significant project on your “team” – YOU need to get involved also.
Next, tend not to nit-pick for the plans that happen to be already underway. If you need to give additional guidance, do this. But tend not to just toss all the plans, specially the ones which are underway of their implementation! If you were not there to “make the phone call” when it turned out needed, support your supervisors that have to make the letter in your absence.
Finally, never, never, NEVER accept the praise and accolades for the job well done. You must, continually, praise your team and offer your team credit for each win. EVERY WIN! Yes, maybe you have jumped in and saved your day… even so the credit to the win would go to the TEAM. Every single time!
If there’s any blame to get a poorly performed task or job, never, never, NEVER squeeze blame within the team (specifically never point fingers with a member of they) or even a supervisor under you. You, since the leader of they, should accept total responsibility for each failed task concerning your team. Every single one!
“Well, that sounds unreasonable! I should not have to accept responsibility for something when another person clearly neglected to do their job!”
“YES, you need to!”
Most men and women know that it’s not your fault. But by you upright and taking responsibility to the poor performance of “your team,” your credibility will rise for many who see it as well as your team will quickly develop more loyalty in your direction! By you running interference for the team, they has decided to run interference available for you, but carrying out a better job.
This stuff is proven to work! What I am sharing to you takes a lot of people years to find out.
Why does this work?
Because method . “being a frontrunner.” Do not fit in the category of leaders that merely want the recognition and have people see them give orders. Do not fall to the trap of “I tell people where to start – and in addition they do it.”
Instead, help your team. Become another an affiliate the team. Someone they are able to count on to create the “right decision for the right time.” Someone they are fully aware will have their back if things usually do not work out. Someone they are able to look at and seek to emulate.