LEADERSHIP OF MEN
By Captain F. B. Upham, U. S. Navy
Motto: "Whatsoever ye would that men should do to you, do ye even so to them."
Leadership may be said to consist in establishing- and in maintaining an esprit de corps within the unit, be that unit a gun division, a fire-room crew, a ship, a division or a fleet of ships, or the whole navy.
If a unit be without esprit de corps, it lacks leadership, lacks cohesion, loses men.
It is the mission of the appointed leader to develop this spirit of the unit.
The very first essential in this development is that every individual be impressed with the fact of his own membership in the unit, that each be made to feel that he belongs. The fact of membership cannot be too strongly impressed upon newcomers.
Ostracism is resorted to when a unit desires to expel an undesirable member. Fellowship is extended to desirable ones. The normal human being dreads ostracism even as he yearns for fellowship.
The heart of the recruit (raw, awkward, unhappy, and probably homesick) is thus fertile soil in which to plant the seed of fellowship. So anxious is he to belong to something, to be a member of a "gang," that he will stand any reasonable amount of hazing or other form of initiation in order that he may shun the dread ostracism and qualify for fellowship.
By the very act of enlisting, the recruit has made a definite choice of the gang, organization, body or unit with which he seeks to cast his lot. By this action of his we know not only that he is obeying the human instinct to join something, but we know also that he wants to belong to the navy. Something in the prospects, or in the life, of the navy has appealed to him. Perhaps it is the uniform. There is said to be a psychology of uniform closely related to the "gang spirit." If this be the appeal to our recruit he has been even more specific in his choice when enlisting, for he has chosen not only a uniformed gang, but that particular gang that wears the navy uniform. Whatever it be that prompted his choice, it is his leader's first duty to foster this desire for membership in the navy, to show that uniform to be a symbol of membership, a symbol with a depth of meaning that cannot be grasped by one who does not belong.
There is another symbol of membership, not so readily understood, but which is equally important and which has equal depth of meaning when it is understood. That symbol is the military salute. The salute to the flag is understood to some extent, the salute to the individual to a less extent. The reason for this limited understanding is lack of education in the first case, with an element of the "personal matter" in the second. From being a symbol of membership in the same unit the exchange of salutes between individuals became associated with salutes rendered by recognized inferiors to superiors in countries less democratic than our own. The true nature of the military salute is that of a symbol of fellow-membership in a fighting unit, the younger or less experienced, or less responsibly placed taking the initiative. By learning to make the salute in this spirit the recruit has acquired another symbol. He is taking the second step toward qualifying for coveted membership in the unit.
Thus far the leader has been utilizing the "gang spirit" that prompted enlistment. Having impressed upon the recruit's consciousness the fact that he has "arrived" as a member, the leader's next step will be to make membership so attractive in its spirit and in its accomplishments, as well as in its symbols, that sacrifices are readily made in order that it may continue.
Nor is the real leader satisfied with merely holding men in his unit against possible temptation to go elsewhere, or to desert. His ultimate aim in dealing with personnel is to keep trained men in his unit. Thus the percentage of re-enlistments among his men becomes an index of his success as a leader, just as desertions are a measure of failure. We all know the pleasure with which we learn that a good man has asked to re-enlist in our ship. We are glad that a trained man is to remain in the unit; but it is his tribute to leadership in our unit that brings gratification.
There are two main lines along which to make appeal to the recruit, namely, his own mission (ambition), and the mission of the unit to which he now belongs. In recognition of his youth, and of the limits of his horizon, we admit that his own mission must at first take first place in his mind. Hence the first appeal of the wise leader will be to the individual as such. If ambition be lacking, it must be inspired by appeal to pride. If a personal mission in life seems to be lacking, the leader will indicate one.
Having engendered the ambition to realize a personal mission, the leader manages to identify accomplishment of this along with accomplishment of the mission of the unit, and again by appeal to the "gang spirit."
Another line of appeal, and one perhaps quite as strong as either of the others, is that to loyalty, for loyalty plays a real part in the "gang spirit." There are loyalty to the cause, loyalty to the leader, and loyalty to subordinates. These are closely related, so closely in fact that there is danger of stressing the first and second at the expense of the third. Loyalty to the cause involves loyalty to the unit and to the leader. These are the goal of the leader. With them he can accomplish much. Without them he can accomplish little—or nothing. He attains them by unfailing loyalty to his subordinates. The leader jealous of the welfare and progress of his men will be ever on guard to defend their interests, to plead their cause—to interpose with request for suspended sentence, as at mast, assuming responsibility for reform on the part of offenders who are not wholly lost. This attitude on the part of the leader is returned in full by his man. To the extent that he makes their cause his, they in turn make his cause theirs. His loyalty to them is amply reflected in loyalty to himself and to the mission of his unit. Offenders experiencing his defense of them, in so far as their cause is just, seek to remain within the law, to improve, to reform and to perform, in gratitude for his interest. Offenders become fewer. The tone of the unit is raised.
Particularly is loyalty to petty officers essential, that they may feel the support of their leader, and that they may seek further to merit it. It requires no small degree of discernment to render correct judgment as between some petty officers and their delinquent men. Only the study and knowledge of men, together with experience, can equip one with expert judgment; but each experience will be of benefit for the future. A petty officer possessed of leadership will not present difficulties of this nature; but one who is repeatedly complaining of his men, or calling for their punishment, would better be disrated as lacking leadership. However much of a seaman he may be, whatever of mechanical skill he may possess, he cannot be retained in a leader's billet without detriment to the spirit of the unit.
Before quitting the subject of loyalty let it be remarked, and not by any means in parenthesis, that loyalty to the mission of the smaller unit (division) must never be permitted to obscure the larger unit (ship) and its mission. The division's mission is not performed if it does not contribute wholly to the ship.
Much depends upon first impressions. The recruit making his first acquaintance with the service should receive the very best leadership available. A good officer will make the first impressions good ones. No leader can make good impressions unless he shows in himself "a good example of virtue, honor, patriotism and subordination." This good impression may be greatly enhanced by a leader who, in his relations with subordinates, shows himself to be a capable mariner. He should be that of course, but also a great deal more. He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor.
Ever is the leader under most searching scrutiny on the part of subordinates. He is under constant examination as to the degree of his knowledge, of his ability, of his skill in every branch of his profession, and in particular as to his ability in handling men under his tuition—his consideration for their welfare and progress, his firmness in exacting correct performance of individual tasks.
Without wishing to detract in the least from the importance of ability and skill in other branches of our profession (excellence in them is of great assistance to the leader), the greater importance of leadership of men is urged. If leadership be among his own talents a leader will, by that fact, discover talents and skill among his subordinates, including leadership; and these will be at his command in accomplishing the mission of his unit.
In the administration of his unit the leader will find that "honesty is the best policy." Men will not follow one whom they cannot trust. The would-be leader who is tricky does not accomplish results. He may meet with minor successes, but in the end his false steps bring him to one that is fatal to ultimate success. None are quicker to realize a lack of honesty than are subordinates.
A failure on the part of the leader to be open and above-board with superiors, say, is known to them. At once they question his good faith with themselves. To them his failure is a demonstration of bad faith. They lose faith in him. They may not put the thought into words, or even be conscious of the thought itself, but their reaction is loss of faith in the leader.
More than that, his bad example will beget trickiness and deception among the less discriminating of his men. Carelessness that they might conceal during drill may result in loss of life to a shipmate.
Likewise, exact justice to all should be practiced as cultivating faith in and acceptance of the leader's judgment. No punishment should be awarded that savors in the least of personal feeling. The offender must be shown that punishment follows offense as night follows the day—not as depending upon the whim of the leader, but in accordance with a schedule prescribed and applied to all alike, and known to all. A self-respecting man, knowing the penalty for his act, will take his medicine. No guilty man expects to escape. The duty of the leader is to see to it that the punishment is just, that it meets the offense, and that it safeguards the spirit of the unit.
The faith of the leader in his men makes strong appeal. Let any man know your estimate of him and he will strive to meet it. If your estimate be high, so will be his aim. No good man will wish to fall short, and a liberal estimate indicated to a mediocre, or backward, man will almost always lift that man above his own estimate. It will stimulate his pride. Gaining pride in himself, there will follow pride in the unit. Unit pride indicates leadership.
Since no two men are more alike in temperament than in personal appearance, the leader must exercise a degree of tact that shall foster and preserve individuality and self-respect while at the same time imposing upon each member the imprint of the unit. This calls for patience in leading backward ones over rough spots.
Encouragement, commendation for even slight improvement, will go far toward success, while reproof and too hastily administered punishment are disheartening to beginners and should be withheld as long as there is hope of accomplishment otherwise. Words of encouragement should be spoken openly and even in the hearing of others—
No meritorious act of a subordinate should escape attention or be left to pass without its reward, if even the reward be only one word of approval.
Many are the opportunities for rewarding the deserving. There are desirable billets to be filled, excursions to be made, chances for advancement along special lines, promotions to be made.
Reproof should be reserved for privacy. Men should be encouraged to keep their records clear. The leader will avoid as long as possible that repository of unsolved problems—the Report Book.
Honesty, justice, faith, are all of them attributes valuable to the leader as to persons otherwise engaged in life, but it may be said that the leader with these alone is not fully equipped—to them must be added tact.
The leader is neither a gang boss nor a driver. He is dealing with a higher order of humanity than requires either bossing or driving. Indeed, the order of intelligence of the subordinates with whom he is dealing is such that he himself must qualify. Practicing the other attributes, he has not yet qualified until he shall practice also tact.
The observance of rules is ever irksome to youth, but only because the individual youth is as yet raw material, crude and uninformed. His earlier breakings of the rules are largely due to ignorance or the lack of proper instruction. An ignorant person is to be pardoned and instructed. The leader will discriminate as between the ignorant offender and the deliberate one. This is an early and a most important step in handling men.
Every recruit, however raw, is possessed of a certain degree of intelligence, and seldom is one so lacking as not to understand an earnest leader. Every recruit is open to instruction and, whether wittingly or not, is seeking knowledge. It is his right that he be given it with helpful tact.
It is to the leader that he comes in search of knowledge of how to handle himself, and of how to qualify for a place on the team. If the rules be handed out to him with a club his resentment is aroused. He is mortified, offended, repulsed. Whereas he had approached the situation in a receptive mood, he has by this gross act of a deficient leader shut himself up against both leader and rules. His reaction is best expressed by the words "To hell with him and rules."
Withal there is the leader's obligation to be firm, requiring instant response and correct performance. The imperative necessity for these on the part of subordinates is well set forth in a letter in the files of the War Department, as follows:
Safety demands the habit of instant obedience.
In the emergency of battle, when every condition tends to distract men's attention, and peril is on every side, safety for a command frequently lies only in its organized and coordinated activity; and this can proceed from one inspiration alone—the instant and unquestioning compliance by all with the voice of authority.
This habit cannot be created in emergency and forgotten under other circumstances, but must result from practice which tolerates no exceptions either of persons or occasions.
The relationship between officers and men, therefore, must be so arranged as to lead to this indispensable result; but this is entirely consistent with respect, sympathy and mutual consideration, and the best officers are those who have completely won the affection of their men.
Even if there were not this overshadowing obligation ever to be in training against the hour of battle, in the navy we have with us at all hours of the day and night the responsibility for the lives of our shipmates. A boat not properly hooked on, a hatchway not guarded, a life buoy not honestly tested and rigged, an ammunition car operated on a wrong signal—each of these has cost a life or a limb in the service, not once, but many times.
One of our most successful young officers kept a "personnel log" (card index) of his men. For each man there was a separate card upon which were entered the usual official data as to name, rate, etc. To this were added matters of more personal nature, such as the amount and beneficiary of his allotment, condition of beneficiary, the amount of schooling the man had had, what sports most interested him, or those in which he had some skill, notes of his home town, other items of interest to the man that might develop during the course of a semi-confidential conference while the card was being made out.
Needless to relate that in learning all this, and in letting the newcomer see it being recorded, the officer at once established a personal relationship with the man, and so with every man in the division. This interest in them prompted desire on their part to make good in his eyes. They strove for his commendation. Few of them became acquainted with the mast. Knowing of the entries on his personal card, a man in trouble went naturally to his division officer for counsel and advice, feeling that his problems would be met with helpful sympathy—and those problems included, as often as not, matters of welfare at home.
Is there room for doubt as to the leadership of that officer? Is there surprise that he was successful? Consider the attitude of his men when tackling a job put up to the division, each man putting forth his greatest strength, his greatest skill, his keenest wit, toward putting over the division's job—each actuated by the spirit of the unit!
Practicing true leadership, this officer fostered leadership among his men. His petty officers were charged with responsibility, each to the limit of his capabilities. The personnel of the division was divided into squads with a petty officer leader of each, charged with the supervision of the clothing and bedding outfits of his men, and required to take active part in their instruction and work. Competition among squads raised the general standing of the division.
In the same ship, as it so happened, the chaplain had card indexed the men with reference to their home ports and towns, with entries as to name and address of next of kin. Upon arrival of the ship in any port included in the index the chaplain's duty was to visit all the homes of men in or near that port. (The welfare fund was drawn upon to meet expenses of his transportation, and the money was well spent.) The chaplain carried with him to each home a message of courtesy from the captain of the ship. The welcome received at every home was such as to confirm a personal relationship that lasted long after any man concerned had been transferred or discharged. The whole navy was done lasting good by those visits.
The chaplain was called in to baptize the little ones at home, to marry the sailor lad to the girl of his choice, or to perform the sad rites of laying away those who had passed on. Our division officer—he of the personnel log—was quick to see in the chaplain's activities a means of gaining closer hold on his men.
Interest thus shown in the home folks was reflected in interest by them in the progress of their son in the ship and in the navy. If the lad's interest faltered those at home enlisted themselves on the side of the ship and of the division officer, to the end that overtime and desertions grew fewer in number. With this reduction in offenses of this nature there resulted a smaller "turn over of labor"—fewer vacancies called for fewer recruits, fewer recruits meant a greater percentage of trained men on hand for battle practice.
As a conspicuous example of the spirit of the unit in a whole ship's company it is a pleasure to refer to one of our dreadnoughts in which every division had in its compartment a Christmas tree. When the ship was in a home port for the holiday season needy children were brought on board for Christmas dinner, after which each was presented with a suitable toy and an outfit of warm winter clothing. When in a foreign port during the war the same custom was observed, the children being collected from that port.
There was here the additional virtue of personal sacrifice on the part of all hands, for the number of children served and the excellent quality of the gifts were such as to involve no small subscriptions. Personal sacrifice is of the essence of life in the service; wherefore the benefit to be derived from this self-denial.
Here was a spirit of the unit. Here was leadership.
With the signs, and the spirit, and the worthy example, practiced by the leader and by his men, the unit attains to usefulness. Individuals observe the rules because of their appeal to the spirit. Finding their own interests alive in the mind of the leader, men's minds are to no small extent relieved of anxieties, real or fancied, and are to that extent the more free to concentrate on the mission of the unit. They become for the unit. They have found places in it. They lend a hand. They are members of the team. Their own success and that of the unit merge.
In a paper on leadership of men it is pertinent to quote from the pen of one whose leadership stands out with a record of achievement. In this paper short quotations have been made from John Paul Jones' letter of 14 September, 1775, to the Naval Committee of Congress. That letter gives so complete and so concise a statement of the requirements of a leader that additional quotations are here ventured.
Writing of the desired attributes of an officer of the navy, the illustrious sea-fighter says:
He should not be blind to a single fault in any subordinate, though at the same time he should be quick and unfailing to distinguish error from malice, thoughtlessness from incompetence, and well-meant shortcoming from blunder. As he should be universal and impartial in his rewards and approval of merit, so should he be judicial and unbending in his punishment or reproof of misconduct.
Again:
He should ever maintain the attitude of the commander [leader]; but that need by no means prevent him from the amenities of good cheer within proper limits.
Still again:
In his relation to those under his command, he should be the soul of tact, patience, justice, firmness and charity.