(Adapted from a speech by Lt Gen Louis L. Wilson, Jr delivered at USAF Squadron Officer School, 26 Mar 1973)
1. BE TOUGH. Set your standards high and insist your people measure up. Have the courage to correct, and, if necessary, chastise those who fail to do so. Discipline those who won't conform. In the long run your people will be happier. Almost certainly morale will be higher, your outfit better, and your people prouder. Good outfits have tough leaders--not arbitrary or unfair--just tough.
2. GET OUT FROM BEHIND YOUR DESK. See for yourself what's going on. Your place of business is where the action is. Leave your footprints all over the place. Your subordinates will see you're interested in their problems, working conditions and welfare. Many of your people problems will go away if you practice this point.
3. SEARCH OUT THE PROBLEMS. They're there--waiting for you to find them. If you think there are no problems in your organization, you are ignorant. The trick is finding them before they bite you in the ass. Foster an environment that encourages people to identify problems to you. If you shun problems, you are not fit to command.
4. FIND THE CRITICAL PATH TO SUCCESS. Get personally involved on a priority basis. Let your influence be felt on the make/break issues in your organization. Avoid the "activity trap"--don't spend valuable time on trivial matters. Weigh in where it counts. Be master of your fate--don't leave it to chance.
5. BE SENSITIVE. Listen to people. Communicate--remember, communication is what the other person hears, not what you say. Communication is a sharing of perceptions. Empathize. Learn to recognize problems. Seek ideas. Be innovative. Listen, listen, listen!
6. DON'T TAKE THINGS FOR GRANTED. Don't assume assume things wrong have been fixed. See for yourself. Neither assume problems will stay fixed. The probability is high that fixed problems will recur. Recheck the fix.
7. DON'T ALIBI. Just fix it. Remember you and your outfit can never be perfect. People will make mistakes. Don't be defensive about things that are wrong. Nothing is more disgusting than a person who can do no wrong and has an alibi for everything that goes awry.
8. DON'T PROCRASTINATE. Don't put off those hard decisions because you're not willing to make them today. It won't be easier tomorrow. This doesn't mean to take precipitous or unreasoned decisions--just be prompt. Once you have arrived at what you think is the correct decision, get on with it. Don't stymie progress.
9. DON'T TOLERATE INCOMPETENCE. Once a person has demonstrated he is too lazy or too disinterested or unable because of aptitude to get the job done, you must have the courage to terminate his assignment. You cannot afford to do less. On the other hand, when your people are doing good work, recognize it and encourage them. Certainly they will then do even better.
10. BE HONEST. Don't quibble. Tell it like it is. Insist that your people do likewise. They set their patterns based on your example. Absolutely nothing is more disastrous to an organization than action taken on garbled information, half-truths, and falsifications. Make sure your people know how you stand on this matter. Encourage them to come to you if they have doubts about honesty and integrity in the outfit. You must create an atmosphere of trust and confidence. And be honest with yourself...don't gimmick reports and figures or use cunning ways just to make things look good. If you do, you are a loser before you start.
TO SUM UP: Your task is to lead. This requires hard work, enthusiasm for the job, and sensitivity to what's going on around you. You must set your standards high, be involved, listen, know what your problems are, remove the weak, promote the strong--and to do all this you've got to be tough. Finally, remember honesty and integrity are basic to it all.
