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https://masondixontactical.wordpress.com/2016/12/25/anger-is-not-a-virtue-in-leadership/
DECEMBER 25, 2016 BY MASON DIXON TACTICAL [h=1]Anger Is Not A Virtue In Leadership[/h]
I can tell you from experience that this post from “Task and Purpose” is pretty spot on concerning leadership through anger. During a conversation with one of my junior Sergeants years ago, I became aware that I was actually “doing it right” in regards to the method of leadership and discipline that I used. He told me that my men were not concerned about be screamed at by me if they screwed up. Their concern was in disappointing me. My expectations were simple. Best effort and constant improvement. I am not a perfectionist, but I expected everyone to strive for it. I was very fortunate in my first unit because I had some awesome SSG’s, SFC’s, and Master Sergeants to learn leadership from and come to emulate. Their manner of leadership became my style of leadership once I became an NCO.
This concept applies even more in the civilian world than in the military. There is always a good bit of shouting and simulated anger in Basic Training so service personnel come to expect and are able to deal with a fair amount of it (Well, I don’t know about now a days, but it used to be that way). In the civilian world, whether it is a business venture or surviving SHTF, you are better off learning to express your desires and needs in a calm, cool, collected manner. If not, you might just make your target audience catatonic with fear of failure, and that could get you all killed.
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[h=1]Real Leaders Don’t Motivate Their Troops By Being Angry[/h] By THE MILITARY LEADER
on December 24, 2016
Getting angry might be emotionally satisfying, but it’s usually ineffective as a means of motivating people.
Editor’s Note: This article originally appeared on The Military Leader, a blog by Drew Steadman that provides leader development resources and insight for leaders of all professions.
The best leaders don’t use anger as a leadership tool. Anger is not a mandatory component of leadership because there are countless examples of successful leaders who never get angry. Yet, we can think of many leaders whose anger has compromised their effectiveness. The question is: what does anger get you? And then at what cost? [h=3]The Downside of Leading with Anger[/h]
The 7th Habit in Marshall Goldsmith’s “Twenty Habits That Hold You Back From The Top” is “Speaking when angry.” He says that anger does have some value for spurring change, but the cost to followers far exceeds that value. “Emotional volatility is not the most reliable leadership tool. When you get angry, you are usually out of control. It’s hard to lead people when you’ve lost control.”
You also have no idea how other people will react to it. It may make you feel better but everyone else just feels worse. It may energize the team for a short time, but not for the long haul. Goldsmith adds, “It’s very hard to predict how people will react to anger. They will shut down as often as they will perk up.”
RELATED: ‘ACTION MAN’ OR ‘PLANNING MAN’: KNOW YOUR ROLE AT EVERY LEVEL OF COMMAND »
Getting angry once or twice is recoverable (with an apology). But it doesn’t take much to become branded as an angry leader, a reputation that tends to precede every duty station you arrive at and prepend every interaction that people have with you. Followers and bosses alike will judge you on that reputation. In fact, I’ve seen people go out of their way to warn colleagues that their new boss “has a temper.” [h=3]Special Vulnerability for The Military Leader[/h]
It’s rare that angry military leaders simply have rotten characters. Usually it’s a breakdown of self-control that leads to angry outbursts. Stress, fatigue, and hunger are regular culprits. The problem is that military life is full of moments that cause stress, fatigue, and hunger.
For instance…you pulled an all-nighter writing the operations order, so naturally you’re irritable. You missed breakfast after PT and with glucose depleted, you lash out at the first subordinate who makes a mistake. You spend seven exhausting days in the field and your spouse has a “honey do” list waiting for you at the house, prompting you to energetically tell her you deserve a break.
High-paced operations, austere conditions, pressure to perform, and overall physical discomfort challenge the personal energy, patience, and emotional control of military leaders. Anger is easier in the military environment.
But that’s no excuse.
It’s okay to feel anger…it’s not okay to lead with it. Anger runs counter to every positive effect that military leaders should try to create in their teams. Initiative, confidence, cohesion, and commitment, are all impacted by a culture of anger. An angry leader will stifle creativity, the very element needed to solve complex organizational and operational problems. Followers are hesitant to bring their problems and challenges to an angry leader, a key sign of a trusting relationship. Whether it’s a permanent personality trait or an “every once in a while” outburst…anger isn’t worth it. [h=3][/h]
DECEMBER 25, 2016 BY MASON DIXON TACTICAL [h=1]Anger Is Not A Virtue In Leadership[/h]
I can tell you from experience that this post from “Task and Purpose” is pretty spot on concerning leadership through anger. During a conversation with one of my junior Sergeants years ago, I became aware that I was actually “doing it right” in regards to the method of leadership and discipline that I used. He told me that my men were not concerned about be screamed at by me if they screwed up. Their concern was in disappointing me. My expectations were simple. Best effort and constant improvement. I am not a perfectionist, but I expected everyone to strive for it. I was very fortunate in my first unit because I had some awesome SSG’s, SFC’s, and Master Sergeants to learn leadership from and come to emulate. Their manner of leadership became my style of leadership once I became an NCO.
This concept applies even more in the civilian world than in the military. There is always a good bit of shouting and simulated anger in Basic Training so service personnel come to expect and are able to deal with a fair amount of it (Well, I don’t know about now a days, but it used to be that way). In the civilian world, whether it is a business venture or surviving SHTF, you are better off learning to express your desires and needs in a calm, cool, collected manner. If not, you might just make your target audience catatonic with fear of failure, and that could get you all killed.
_________________________________________________________________
on December 24, 2016
Getting angry might be emotionally satisfying, but it’s usually ineffective as a means of motivating people.
Editor’s Note: This article originally appeared on The Military Leader, a blog by Drew Steadman that provides leader development resources and insight for leaders of all professions.
The best leaders don’t use anger as a leadership tool. Anger is not a mandatory component of leadership because there are countless examples of successful leaders who never get angry. Yet, we can think of many leaders whose anger has compromised their effectiveness. The question is: what does anger get you? And then at what cost? [h=3]The Downside of Leading with Anger[/h]
The 7th Habit in Marshall Goldsmith’s “Twenty Habits That Hold You Back From The Top” is “Speaking when angry.” He says that anger does have some value for spurring change, but the cost to followers far exceeds that value. “Emotional volatility is not the most reliable leadership tool. When you get angry, you are usually out of control. It’s hard to lead people when you’ve lost control.”
You also have no idea how other people will react to it. It may make you feel better but everyone else just feels worse. It may energize the team for a short time, but not for the long haul. Goldsmith adds, “It’s very hard to predict how people will react to anger. They will shut down as often as they will perk up.”
RELATED: ‘ACTION MAN’ OR ‘PLANNING MAN’: KNOW YOUR ROLE AT EVERY LEVEL OF COMMAND »
Getting angry once or twice is recoverable (with an apology). But it doesn’t take much to become branded as an angry leader, a reputation that tends to precede every duty station you arrive at and prepend every interaction that people have with you. Followers and bosses alike will judge you on that reputation. In fact, I’ve seen people go out of their way to warn colleagues that their new boss “has a temper.” [h=3]Special Vulnerability for The Military Leader[/h]
It’s rare that angry military leaders simply have rotten characters. Usually it’s a breakdown of self-control that leads to angry outbursts. Stress, fatigue, and hunger are regular culprits. The problem is that military life is full of moments that cause stress, fatigue, and hunger.
For instance…you pulled an all-nighter writing the operations order, so naturally you’re irritable. You missed breakfast after PT and with glucose depleted, you lash out at the first subordinate who makes a mistake. You spend seven exhausting days in the field and your spouse has a “honey do” list waiting for you at the house, prompting you to energetically tell her you deserve a break.
High-paced operations, austere conditions, pressure to perform, and overall physical discomfort challenge the personal energy, patience, and emotional control of military leaders. Anger is easier in the military environment.
But that’s no excuse.
It’s okay to feel anger…it’s not okay to lead with it. Anger runs counter to every positive effect that military leaders should try to create in their teams. Initiative, confidence, cohesion, and commitment, are all impacted by a culture of anger. An angry leader will stifle creativity, the very element needed to solve complex organizational and operational problems. Followers are hesitant to bring their problems and challenges to an angry leader, a key sign of a trusting relationship. Whether it’s a permanent personality trait or an “every once in a while” outburst…anger isn’t worth it. [h=3][/h]