1. Leadership & Ethics Lesson 3
Professional Relationships:
Loyalty and Followership

2. Agenda Loyalty and the Chain of Command Followership
Professional Relationships

3. Loyalty and the Chain of Command: Objectives
Know why officers should support the policies and actions of seniors and peers.
Know that a leader should promptly comply with lawful orders, directions, and decisions of seniors.
Know effective use of the chain of command.

4. Loyalty and the Chain of Command: Objectives
Know the importance of complete honesty in communicating with seniors, peers, and subordinates.
Know the importance of keeping seniors and subordinates informed.
Comprehend the importance of feedback to mission effectiveness.

5. Loyalty Hierarchy (Concept versus Individual)
Country (Patriotism)
Duty (Mission)
The Service (Esprit de Corps)
Seniors in Command
Subordinates
Self

6. Loyalty Concepts Relationship to leadership
Conditional or unconditional?
What are the effects of loyalty without governing values or laws (Tailhook)?
How can a junior officer earn loyalty as a leader and demonstrate it as a follower?
Being a “Yes man” - “Gunney Lets”

7. Chain of Command Purpose of …
Supposed to be used for two-way flow of communication
How do you reinforce it?

8. Informal Chain of Command
Staff Experts
Legal Officer, DAPA, EOO, Adjutant, CWOs, UCMJ, MCO, MCBuls
Command Sergeant Major, Senior SNCO
Personal Network
Suggestion Boxes?

9. Bypassing the Chain of Command
Emergent conditions demand immediate attention
Unsafe or immoral situation covered up by the immediate superior
What do you do if you bypass?
Inform on the way up (time permitting) or
Advise after the fact
Also applies going down the Chain

10. Criticism and Counseling
Accepting
Listen - No Matter How Soft or Loud the Voice
Criticizing Subordinates
Private Vs. Public
Performance Counseling
Criticizing Superiors (Offering)
Tact, Knowledge-based
Complaining Vs. Criticizing

12. Case Study: Passing Orders
“Damn XO”
Naval Leadership: Voices of Experience
Summary:
One of the biggest mistakes a young officer makes is not visibly supporting the orders of seniors to subordinates—especially those with which the junior officer disagrees.

13. Followership: Objectives
Know the importance of followership and the role it plays in leadership.
Know the qualities, behaviors, and principles of effective followership.
Know how an effective leader encourages correct behavior, suppresses fear, and attends to a subordinate's needs.

14. Followership: Objectives
Know why cohesion and discipline are essential in any command, and how a leader can instill these essential concepts.
Know the importance of enhancing technical, tactical, and professional knowledge.

15. What Do You Look For in a Follower?
Fulfill the Organizational Role Assigned
Responsible Behavior
Initiative
Take Action Even Though Complete Information May Not Be Known.
Loyalty to Seniors - Sets the Example
If Conflict Exists, Bring It to the Senior's Attention (Moral Courage?)

16. Doesn’t This Sound a Lot Like LEADERSHIP?

17. The Basic Traits of Effective Leadership
Command Presence
Resolution and Tenacity
Ability to Teach and Speak
Fostering Suboordinates
Encouragement and Enthusiasm
Professional Competence

18. Followership Traits Why?? Candor Truthfulness Accuracy Self-discipline
Competence
Responsibility
Professionalism
Dedication
Loyalty
Initiative
Courage
Weed Distractions
Dependable
Thick Skinned
Asks Questions
Enthusiastic

19. Because, at a Minimum, It Takes a Good Follower to Be a Good Leader.

20. Taking Care of Your People

21. Developing Good Followership
Set a Positive Example for Subordinates to Emulate
Are You a Good Follower?
Be Approachable. Listen to Your People. Encourage Them to Offer Suggestions:
Effective Listening Is a Practiced Trait

22. Developing Good Followership
Encourage Subordinates to Become Innovative and Self-starting:
Task, and Provide the Required Authority
Include the Responsibility
Develop a Sense of Dedication and Commitment to the Mission at Hand.
Share in Creating the “Vision”

23. Professional Relationships
Subordinates/Division Personnel
Chief Petty Officer
Department Head
Commanding Officer

24. Relationships with Division Personnel
Set the example/know you people/communicate
When directing, use effective communication to ensure your messages are clearly understood
Pay close attention to feedback to ensure your subordinates clearly understand you direction and meaning
Define expected performance
Identify and define problems quickly

25. 10 Reasons Subordinates do not Perform Up to Standards
1. They do not know how or what they should do
2. The reward of not doing it, more free time, offsets
the reward of doing it
3. They think they are doing just fine
4. They think their way is better than yours
5. There is no follow-up on their work and no
negative consequences for poor work
Problems (subordinate performance) may be indicative of process problems and not the fault of the individual.
Explain the impact of the problem. Be prepared to define the impact on such specific factors as peer morale, unit efficiency and output, and quality.
Analyze reasons for the problem.

26. 10 Reasons Subordinates do not Perform Up to Standards
6. They have obstacles limiting their performance
7. They do not want to do the job or know why they should do it
8. They are afraid of making mistakes
9. They have other priorities
10. They perceive that no matter how well they do it will not be good enough

27. The Officer/SNCO Relationship An effective division officer will:
Maintain a balance between leader/follower/friend if possible.
Know the SNCO’s job and how it contributes to the command’s mission.
Know the SNCO’s learning and leadership style.
Make efforts to empower the SNCO - NCO.
Exercise loyalty up as well as down the chain of command.
Show initiative commensurate with his/her knowledge.
Be aware of the SNCO’s strengths and limitations.
Supervise
1. It is extremely important to understand the relationship between the chief and division officer. The division officer must maintain a delicate balance between being a follower and a leader.
In the chain of command, the chief is lower than the division officer, yet, the chief has more knowledge, experience, and expertise than does the division officer.
2. Know the chief’s job as well as you know your own, he might not always be there and you might not want to pass his responsibilities down to the LPO.
3. The CPO’s leadership style may be vastly different yet as effective if not more so.
4. The effective division officers empower their chiefs by providing support, loyalty, and commitment.
5. When ever possible be loyal to your CPO and stand behind his decisions esp considering subordinate problems.
6. Initiative is good but don’t go beyond the bounds of your own knowledge.
7. Determine strengths and weaknesses in all areas: leadership, communication, writing ability, etc.. 4

28. SNCO’s need Officer’s who:
Are not afraid to seek clarification when uncertain.
Seek clarity with regard to their duties and responsibilities.
Show trust and confidence in their SNCOs.
Take personal responsibility for command and section policies and decisions.
Set goals and standards that are realistic but challenging.
Propose solutions to problems.
Actually lead their unit.
Are sensibly aggressive.
In short, chiefs need DO’s who are effective leaders.
1. May be uncertain about a problem or an issue, even if their questions might make them seem foolish.
2. Don’t assume that the chief knows what you want of him. Be specific regarding specific duties and responsibilities within the division.
3. Allow them to do their job without constant micromanaging.
4. Stand behind the policies and decisions that are made above you and share the reasoning with the chief so he understands them.
5. The chief will have a major input as to what the goals are.-solicit his input
6. When possible don’t just demand that a problem be fixed, offer any ideas that may be helpful.
7. A division officer who does not step foreword as a leader will soon lose the respect of his subordinates (including the CPO) if he stands on the sidelines while the chief runs the show.
8. Aggressive in that you are not afraid to try something new or make a mistake. 3

29. Junior/Senior Relationship
Keep your CO and Section Head informed
Tell your CO what you’re Unit accomplished
Keep your word
Operate in calmness / avoid being overwhelmed
Clarify and confirm
Turn complaints into possibilities
Keep the faith of your fellow Lieutenants/Officers
Keep DH informed- this means staying informed yourself first! The worst thing that can happen is learning of some problem in your division from you DH or even worse, your CO. Stay on top of the pulse of the division, this requires a close relationship w/ your chief. By keeping the DH informed he is able to keep the XO and CO informed.
Tell of accomplishments- not to the point of a brown stain, but sometimes it will be necessary.
Keep your word- you will develop a reputation that you can be relied upon to back up your word with actions.
Operate in calmness- Anxiety is a huge barrier to communication. Trust yourself, trust your DH, Don’t be afraid to communicate.
Clarify and confirm- as with the Chief, if you are not sure of what is expected of you or your division, ASK your DH. Don’t get burned by guessing incorrectly.
Complaints- If you think a situation isn’t working, see what your role can be in turning it around.
JO unity- the worst thing you can do is stab a fellow JO in the back. If problems arise within a department that can be solved without going to the DH, then solve them that way. NEVER talk bad about a fellow JO or his division to the DH, or any superior for that matter

30. Commanders need Officers Who:
Are not afraid to seek clarification about problems
Seek clarity with regard to their roles and responsibilities
Can learn from and work with their SNCOs
Take personal responsibility for command and section policies and decisions
Are forthright: not afraid to tell bad news when necessary
Propose solutions to problems
Do not fold under criticism, but use it to improve
Actually lead their divisions, so that SNCO can run it
Are assertive; not afraid to try something new or make mistakes
Are duty experts

31. What the CO wants from all Officers:
Honesty
Integrity
Competence
Hard Work - involved and dedicated
Professionalism
Duty Experts
Fellow Officers - Keep him out of trouble when he becomes a drunken liberty risk in-port!

32. Next Class
Reading
Chapter Seven; The Marine Officer’s Guide
Questions