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Personal Code Of Conduct In The Wisdom Of The Bullfrog

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As simple of a term as leadership is, the meaning behind it is quite vast and personalized to the individual whom commands the role as leader. On a personal level, leadership is built from a foundation of principles that make up a code of honor. Leadership defines the leader and as Retired Admiral William H. McRaven’s states in his book The Wisdom of the Bullfrog, “if you want to be a great leader, you must have a personal code of conduct that provides an anchor for your decisions and your actions. An anchor that tethers you to a good place of return when you go astray.” My personal code of conduct incorporates many aspects; however, 4 pillars stand out for me. They include being a person of integrity, having humility, being trustworthy, and …show more content…

The personal philosophy that my experiences have helped shaped has become my foundation of which I can always rely on. As previously discussed, there are many aspects that make up a leadership philosophy. My leadership philosophy builds on integrity, humility, trustworthiness, and accountability. Integrity comes from within and can be used as a tool to guide others. McRaven in his book elaborates that we should, “never lie, cheat, steal or tolerate those who do and the culture of your organization starts with you.” He later goes on to explain that being fair and honorable in all business dealing, “is the only way you and your employees can leave a legacy to be proud of.” No one is perfect but it is important to own lapses in judgement, make corrections and always return to being a person of good character. The military organization is made up of many individuals above and below in rank. How you are seen can be very impactful to those delegating tasks and those being delegated to. There will be tasks that some might consider beneath them or a waste of their time. Having humility and demonstrating thoroughness in any task and completing it to the best of one’s ability creates a standard of which I hope to pass along to others. Goals are often achieved most efficiently when teams work together and trust each other. To me, trust is not given and especially not given just because of rank. McRaven explains in his book that, “to be a great leader, you must be trusted by your employees. If they do not trust you, they will not follow you. It takes time to build trust, but it is time well spent if you intend to lead effectively.” Building trust is not rushed or demanded. Engaging with your team on many levels including personal levels helps demonstrate good intention and character. Finally, I feel leadership does not come without true accountability. Accountability can be broken

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This ability to step up to the challenge and perform remarkably is indicative of his great ability as a leader, and his personal integrity. The capability to do this is a great merit to his character and shows the trust his superiors had in him. 20. SGT Van Droffelaar showed a great ability to lead effectively, and it was based on his ability to perform tasks in accordance to his character, which shows great connections to the ADFA values. INCORPORATIONS INTO PERSONAL LEADERSHIP

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The Army Profession is professional organization built on 239 years of traditions and belief that service to the nation and its people is greater than one’s self. The Army has evolved and changed over the course of its history. Through lessons learned from past conflicts, the Army as adapted and implemented changes to its doctrines to develop professional soldiers, educate, train soldiers as we fight and collectively prepare the Army for any future conflicts. This essay, from a soldier point of view, glances at the Army culture and the pillars which make up the foundation of the Army Profession; it explores the ethical codes and the five essential characteristics of the Army Profession: Military Expertise, Honorable Service, Trust, Esprit de Corps and Stewardship (ADRP1, 2013). Living by these specific sets of values and principles is what makes the Army Profession unique and set it apart from any other Professions.

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Things that helped me through my career are what created my leadership philosophy. There is an “M” in team; Build professionals by being a professional, everyone needs humility to succeed; Just relax. There is an “M” in team, because the team starts with the “Me”, the individual. Everyone on a team has a duty to prepare themselves mentally and physically. If all members of a team take ownership of their personal preparedness, a team’s success is certain.

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This means we must communicate clearly and consistently with each other, train together, trust each other, and allow for Soldiers to be human every so often. As leaders, we often forget the challenges we faced as junior professionals, and we also don’t always know what is going on with the commands or Soldiers we support that may be making mission accomplishment challenging. The culture we instill within our Human Resources operations can either contribute to a climate of teamwork and taking care of Soldiers, or it can contribute to toxic leadership. It is up to us, as Human Resources Sergeants, to embody the Army Ethic, which consists of “the moral values, principles and martial virtues embedded in its culture that inspire and regulate ethical behavior by both Soldiers and the U.S. Army in the application of land combat in defense of and service to the Nation.” (The Profession of Arms, 2010) We must be the example for and instill confidence in our leadership, our peers, our subordinates, and our customers, the Soldiers.

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Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.

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It is important to remember you should share the fame with your subordinates, as they helped achieve the task. Also teaching Soldiers that as they grow into a leadership role to also share the success instead of taking it for their own showing selfishness. Doing this will build trust and camaraderie leading to a constant state of readiness within your team or squad. Shared competencies will lead to a joined mindset for the mission's success and motivation to push yourself. “Accountability encourages employees to take ownership of their work and provides an opportunity for them to work together toward a common goal.”

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Build your own competence first. Then, help, encourage, and fill in as many gaps as you can. Maintaining the trust of your team members as you do this is crucial. You should aim for the achievement of the goal and put personal benefit on the back burner for everyone to trust you and allow you to lead. Share credit, encourage, and provide genuine praise

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But first, you should have clarity of your own identity and knowledge. Once you have your own foundation with being a leader, I think that as a leader you can transition and understand the behavior of others that may be on your team. When acknowledging others on the team, I think that it is important to identify strengths and weaknesses of others and the team. As you can see, I have outlined what I believe makes a great and effective leader.

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