Personal Philosophy Of Leadership

A “personal philosophy” is not designed for a particular place and time. It is a broad template for taking command of self. Thinking through and recording how we intend to lead and serve can be remarkably productive. As with strategic planning, the process is often worth more than the product.
You have heard some of these pithy statements of a personal philosophy. They are catchy but not particularly useful as thoughtful, deliberate guides to behavior.
“My philosophy is simple: get good people, tell them what needs to be done, and then let them alone!” “My philosophy can be stated very simply: treat others—boss, peer, and subordinate—just as you want to be treated! Make the world better!”
“I can spell out my philosophy in a very few words:

The primary purpose of leadership and its role in my life.
(What do leaders do, and why do I want to be one?)
2. How do I evaluate my success as a

Again, perhaps the developmental process becomes the most productive part of the exercise. And akin to strategic plans, a command philosophy deserves discussion and feedback to ensure its understanding and relevance. Left alone--rarely mentioned, contested, or unrevised-- a philosophy does little harm but also little good.
A command philosophy written in 1982 for a Corps
Building fighting units requires more leadership than management, but smart management is also essential. Recognizing that we have responsibilities for both immediate readiness and the future vitality of our Army, it is clear that we must build motivation, confidence, and mutual trust within our units—even in the face of horrendous personnel turbulence.
The most productive expenditure of a commander’s time is that devoted to explaining the mission, defining subordinate responsibilities, and clarifying standards. (Many subordinates remain reluctant to ask for the clarification they sorely