The Operators Guide to Better Leadership

How many of us have worked for a horrible boss or had a leader that was less than stellar? Why is it that we’ve worked in groups that seemed great even when the chips were down, while other times, even when conditions could not be better, we would rather claw out our own eyes than go to work? Why are some teams more cohesive than others? Is it the talent and abilities of the team, or does the burden of a successful team lay solely on the shoulders of that team’s leader?

During my years in Special Operations and special units, working in small teams, I have seen a pattern that seems to repeat itself. There were always bad teams and good teams, and of course everyone wanted to be on a good team. But what are the key differences between the two? Is it the ability of the individuals and their skills that make the difference? Can’t be. One percent of the U.S. population joins the military and one percent of that one percent makes it to Special Operations. So we are talking about the .01 percent of the best of the best.

Besides, most of us have seen the underdog team that was not the cream of the crop be successful and cohesive. While having the correct individuals in key places in the team with the appropriate skills is very important, I believe that it is far more crucial to have a leader that sees clearly and can serve as a fusion point for their team. Based on my experience, here are the four key characteristics that make for a poor leader.

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