Personal Leadership Philosophy Examples

Leadership Philosophy

Leadership is the act of binding a person or group’s actions to your direction. These actions result in mission accomplishment, growth as an organization and development as individuals. In my career, many examples of strong leaders stand out. CAPT Klient, one of my first Reactor Officers, is an excellent example. He was open to input, but decisive when it was needed. Always honest with the crew, his expectations were known and our efforts were maximized by his direction. Our team benefitted from his expert technical and people skills. Another example is Master Chief John Brinkos, my Divisional Leading Chief Petty Officer during my first Chief tour. His organized and compassionate leadership style created a tight

I do not appeal to others to share an exciting dream of the future. Again, being very mission oriented and results driven, the vision has always been to complete the assigned duties to the highest of our abilities. The accomplishment of a job well done is the goal. I personally don’t need any additional motivation or insight into the vision. However, I fail to recognize that others may need other or additional motivations. In my junior career I felt, “everyone wants to be on the winning team, and I make sure my team always wins. That should be enough to get the team together and going in the right direction”. I recognize that this was misguided and insufficient in most cases. Another hurdle to overcome in this area is the level that I speak at. I tend to become very technical and detailed in my discussions. Often my choice of words and delivery does not convey the image I think I am sending. My message, when I do try to convey it, is not received the way I think it will be. My expectations are extremely high, sometimes too unrealistic levels. Unrealistic expectations, coupled with a very low level of compassion for those that don’t meet them, is very damaging to the average performer. To improve in this area, I will need to be cognizant of how I convey the vision for the future. I need to frame my messages in a more digestible format and add the aspects of the vision other than just “getting the job done”. There is a

Our program offers many incentives to counteract the difficult nature of our duties. Rapid advancement, reenlistment bonus, and training in extremely marketable skill sets are a few of the obvious rewards from just being in the nuclear program. The satisfaction of a job well done has always been my greatest reward. Over praise, focusing on past victories, and resting on your laurels have been my greatest concern personally. I have projected these concerns on my team. I don’t believe in a public trophy case and I have not cared how well you did yesterday. Taking time to acknowledge the victories of others to help maintain their sense of self-worth in the process needs to become a normal part of my leadership style. Recognizing team members for their part is the process will have to be a focal point for me. To help keep this course I intend to add it to me list of action items for my divisional leaders during our weekly LCPO meeting. I want the divisional chain of command to bring to my attention on a regular basis what they are seeing their Sailors accomplish so that departmentally we can recognize