Developing an Effective Command Philosophy

Developing an Effective Command Philosophy

Lieutenant Colonel Harry C. Garner, U.S. Army, Retired

The underlying philosophy of leaders has a significant impact on the way they relate to others, attempt
to influence others, judge the actions of others, and make decisions affecting others. Most leadership
theories, however, neglect this factor.

— Steven J. Mayer, Ph.D., “Leadership Philosophy”

Special thanks go to Mark R. I N THE FIELD of military leadership, few concepts provoke as much
Hurley and J. Scott Peterson confusion and misinterpretation as a leadership philosophy. The ritual
for their contributions to this of every incoming military leader providing his organization some type of
article. “philosophy” document even before the completion of his change of command
ceremony endures in Army culture as a symbol of organizational ownership.
Lieutenant Colonel Harry C. Garner Who can forget those nights before assuming command, when we anxious
is an assistant professor, Department young captains fumbled through a file of command philosophies attempt-
of Command and Leadership, U.S. ing to extract our “philosophy” of leading? In many cases, our efforts were
Army Command and General Staff little more than exercises in futility and attempts to fulfill some fictitious
School ILE Campus, Fort Belvoir, VA. expectation. Given the recent high-profile reliefs of command and reported
He holds a masters degree in public cases of toxic leadership within the Army and Navy, I suspect the level of
administration from James Madison deep thought and self-analysis many senior leaders give to the preparation of
University. He has served in a variety their leadership philosophies is comparable to that of young captains. Field
of command and staff positions in the Manual (FM) 6-22, Army Leadership, is strangely silent on the concept of
continental United States, Germany, a personal leadership philosophy, leaving the reader to wonder what one, in
and Bosnia. fact, is. Research reveals a variety of articles on the subject, but rarely do
any two agree on its purpose, content, or meaning. In most cases, leadership
PHOTO: U.S. Army CPT Evan Davies, philosophy denotes an organizational philosophy or what the military refers
right, Apache troop commander, 5th to as “command philosophy.” However, an effective command philosophy
Squadron, 7th Cavalry Regiment,
Iraq, talks with a federal police officer is contingent on first developing a personal leadership philosophy.
during a humanitarian aid delivery in The U.S. Army Command and General Staff Colloge requires each
Hadar, Iraq, 17 February 2010. (U.S.
Army, SPC Landon Stephenson) student to write a personal philosophy of leadership. The learning objective
of this exercise is to encourage our mid-level Army leaders to codify their

MILITARY REVIEW  September-October 2012 75

thoughts, beliefs, and values about leadership as guides the leader as he attempts to shape a positive
they prepare for their next leadership challenge. organizational climate. Through the application of
I routinely receive used copies of company-level a personal leadership philosophy as manifested in
command philosophies with their focus on unit the organizational command philosophy, the leader
vision, goals, and objectives. It is obvious to imparts his values throughout the organization and
me that most mid-level Army leaders have little affects its moral and operational compass.
time to think about leadership or reflect on those
critical life events that shaped their personal All military officers are what John Maxwell
values, beliefs, and ethics and how these events refers to as “360-degree leaders” and thus require
impacted their leadership behaviors. I believe a viable leadership philosophy.1 Developing
the primary reason for this is the failure of the a personal leadership philosophy is essential
military educational system to clearly define the because, although most military officers are in
vague and ambiguous term commonly referred positions of command for just a brief period,
to as “leadership philosophy.” A well thought out they are in leadership positions for their entire
leadership philosophy is a critical foundational professional careers.
tool to use to develop influential leaders and create
positive organizational climates. Defining “Leadership
Philosophy”
This article examines the power of a properly
written leadership philosophy for mid-career Professor of philosophy Walter Sinnott-Armstrong
leaders. By reflecting on one’s past experience, argues that–
values, and beliefs, leaders can determine
“what they believe” concerning leadership. Some people say philosophy is too abstract
This discovery and subsequent codification of and even controversial. Philosophers
leadership values and beliefs creates a map that themselves can’t agree on an answer. Sure,
the name “philosophy” means “love of
wisdom,” but what’s that? There has been

(U.S. Army, Gopinathan Pillai)

The 335th Signal Command’s guidon is passed from BG James T. Walton to 1LT Toby Crandall at an assumption of com-
mand ceremony at Camp Arifjan, Kuwait, 27 February 2010.

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LEADERSHIP PHILOSOPHY

a long and glorious history of people called In many cases, leaders develop their philosophy
philosophers, but they talk about all kinds through reflection on life’s most significant events.
of topics in all kinds of ways.2 Todd Conkright shares this revelation:
Indeed, a universal definition of philosophy is
elusive. One provided by Florida State University’s I believe I’m a better leader today because
School of Philosophy is revealing. “In a broad sense, my leadership journey has not been easy.
philosophy is an activity people undertake when It makes me a better listener, increases my
they seek to understand fundamental truths about sensitivity to those around me, and solidi-
themselves, the world in which they live, and their fies my values [and] character. In my expe-
relationships to the world and to each other.”3 This rience, the key is intentionally reflecting on
definition suggests a philosophy is a very personal those difficult leadership situations so that
self-assessment process during which individuals we actually learn and improve.6
examine their fundamental beliefs and how they Warren Bennis and Robert Thomas call these
shape their relationships with the world around them. “significant events” that shape leaders’ “crucibles,”
Philip Pecorino writes in Just What is Philosophy, after the vessels medieval alchemist used in their
Anyway? that philosophy is “a form of thinking attempts to turn metals into gold.
meant to guide action or to prescribe a way of The crucible experience was a trial and
life. The philosophic way of life, if there is one, is a test, a point of deep self-reflection that
displayed in a life in which action is held to be best forced them to question who they were and
directed when philosophical reflection has provided what mattered to them. It required them
direction.”4 Determining one’s personal philosophy to examine their values, question their
is a continuous mental practice, a process of assumptions, hone their judgment. And,
constant self-evaluation and the questioning of invariably, they emerged from the crucible
personal assumptions, beliefs and values, all of stronger and more sure of themselves and
which ultimately will result in how we manage their purpose—changed in some funda-
individuals and situations we encounter. mental way.7
Everyone possesses a different philosophy. Crucibles are transformational events. Through
We possess philosophies concerning religion, art, crucibles, an individual gains a new or altered
music, raising kids, investing money, politics, and sense of identity. These life-altering events might
countless other personal and professional concerns. include combat, life-threatening disease, the death
These philosophies create a collage of how and of a spouse or child, or a professional or financial
what we believe concerning various matters based crisis such as job loss or bankruptcy. They may
on the values and beliefs we learned, developed, also include positive events such as marriage, the
and nurtured through physical, emotional, and birth of a child, or a promotion. Maybe simply
physiological growth. These values and beliefs growing up on a farm in central Iowa engrained
ultimately govern our behaviors with those we lead. the values of hard work, dedication, and faith
Following this analysis, I endorse George into your consciousness. Whatever the crucibles,
Ambler’s definition that a leadership philosophy creating your leadership philosophy means that
is— you must explore and reflect upon your own
A set of beliefs, values, and principles that personal values, assumptions, and beliefs about
strongly influences how we interpret reality leadership. Drafting a leadership philosophy
and guide our understanding of influencing codifies the changes in values and beliefs that
humans. It’s our philosophy, our understand- result from crucibles.
ing, and interpretation of leadership, that The importance of the self-reflection process is
affects how we react to people, events, and echoed by noted Harvard professor and leadership
situations around us. 5 theorist, Bill George:
The way we see ourselves as leaders guides our Reflection on your life story and your
actions, our behaviors, and our thoughts. It provides experiences can help you understand them
the foundation of how we influence others. at a deeper level—and so you can reframe
your life story in a more coherent way as

MILITARY REVIEW  September-October 2012 77

your future direction becomes congruent John Maxwell’s superb book on organizational
with the knowledge of which you are and leadership, The 360 Degree Leader, clearly explains
the kind of person you want to become.8 the position in which most middle-level military
In an earlier work, Authentic Leadership: officers find themselves. “The reality,” he writes,
Rediscovering the Secrets of Creating Lasting “is that 99 percent of all leadership occurs not from
Value, George observed: the top but from the middle of the organization.
Leaders are defined by their values and Usually, an organization has only one person who
their character. The values of authentic is the leader.10
leaders are shaped by personal beliefs,
developed through study introspection and The 360 degree leader leads up, leads across, and
consultation with others, and a life time leads down within the organization.
of experiences. These values define the
leader’s moral compass.9 Most officers serve as commanders for only
Achieving the level of personal reflection a brief portion of their military career. However,
and discovery encouraged by Bennis, Thomas, almost all will be leaders when they serve as
and George requires a commitment of time and program managers, project managers, division
effort. It will not happen quickly. One must turn chiefs and the like, located squarely in the middle
back the hands of time to search, reminisce, of the vast organization known as the U.S. military.
and capture the valuable nuggets of life’s rich A carefully crafted leadership philosophy is equally
experiences. The final product of this arduous applicable to the maintenance manager, hospital
process—a personal leadership philosophy and administrator, finance section chief, or quality
the direction it provides—will significantly affect control supervisor as it is to the commander. It is
your relationship with those you lead. an enduring document. You can apply it to any
organization you lead now or in the future. It is
The Value of a Leadership your foundation and moral guide. Through applying
Philosophy various leadership styles and influencing techniques
to different workplace environments and situations,
Occasionally, an inquisitive student challenges everyone influences or leads someone, whether it is
me with the obvious question, “Why do I need a his boss, his peers, or his subordinates.
leadership philosophy? I am in a specialized career-
field where my technical expertise and prowess Equally influential is the office recluse who
is rewarded. I will rarely, if ever, lead a group of avoids responsibility and accountability and
people and if I do, they will be my peers. I’m not a refuses to commit or buy-in to organizational
boss; I’m a colleague, and colleagues collaborate.” goals. These contrarian behaviors, whether
While this might be wishful thinking on the part of conscious or unintended, have a negative impact
my “specialized” student, the reality is that everyone on the organizational climate. This is true for all
leads someone. We are not always in charge, but organizations, not just the military.
we nonetheless influence the behaviors of those
around us by our actions and attitudes. Because Imparting Your Leadership
every military officer is a leader, but not necessarily Philosophy
a commander, a personal leadership philosophy
is a valuable tool to guide actions and attitudes. Given that a military officer is a leader operating
in the center of a vast, bureaucratic organization,
how does he impart his leadership philosophy to
the organization in his charge? A leader’s input and

Because every military officer is a leader…a personal leadership
philosophy is a valuable tool to guide actions and attitudes.

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LEADERSHIP PHILOSOPHY

(U.S. Army, SGT Edwin M. Bridges)

CPT Lillian Woodington, company commander, 3rd Special Troops Battalion, 3rd Brigade Combat Team, 4th Infantry
Regiment, 4th Infantry Division, passes out awards to soldiers at Forward Operating Base War Eagle, Baghdad, Iraq, 22
January 2009.

guidance in a shared organizational (command) organizations. Leadership, or the ability to influence
philosophy either reinforces or alters the existing others, transcends all organizations no matter
organizational values and sets the organizational their purpose. The command philosophy is an
compass. All organizations have a specific purpose, organizational philosophy applicable to a military
and most empower their leaders with specific rules organization. Although there is no prescribed recipe
and regulations to effectively manage and control for an organizational philosophy, most agree that
the systems that drive the organization. A military it includes the leader’s vision for the organization,
command is nothing more than an organization goals and objectives, and measures of performance.
designed to achieve a specific purpose, to fight and
win wars. Commanders, the leaders and managers Some theorists maintain that the quickest way
of these war-fighting organizations, are similarly for a newly assigned leader to establish ownership
empowered by federal law and regulation with and control of an organization is to immediately
certain powers to execute this unique and dangerous distribute an organizational philosophy. A brief
purpose. A failed military operation is potentially examination exposes a fatal flaw to this premise.
devastating in the terms of the loss of human Barring an extreme crisis jeopardizing the
life; so too is an airplane crash or a catastrophic organization’s immediate existence and requiring
accident deep within a coalmine. Each represents decisive action, the new leader is best advised to
an organizational failure. exercise patience. In most cases, the new leader
is the outsider entering an organization’s existing
While all organizations exist for a unique environment and culture and possessing only power
purpose, humans are the common factor in all conferred though his position or rank. He does not

MILITARY REVIEW  September-October 2012 79

yet have the personal credibility or institutional his mouth or the paper leaves his hand, his
knowledge of the organization to direct changes subordinates will evaluate and measure his actions
to its goals and objectives. Invoking immediate, against his stated values. In effect, the leader
broad, and sweeping organizational change only establishes a values-based contract with those he
alienates the existing workforce and creates leads.
animosity and mistrust of the leader’s intentions.
Once the assessment is completed, organizational
Conducting a detailed assessment of the leaders begin the shared process of creating
organization by studying existing reports, a philosophy that is the moral blueprint for
after action reviews, inspection results, and the organization. The philosophy includes the
other indicators of organizational health is a organization’s vision and the priorities, goals, and
more appropriate approach. The assessment objectives to achieve the vision, as well as metrics of
must include input from superiors, peers, and performance to assess and track the organization’s
subordinate leaders within the organization. performance. It is a detailed document representing
Subordinate leaders are those who will actually the array of operating systems and functions
execute recommended adjustments. Inviting the found within the organization, all primed and
views and opinions of these “change agents” early focused on achieving the organization’s purpose. It
in the organizational assessment and soliciting communicates the leader’s expectations of others
their input into organizational improvements and what they can expect from him. The leader
help the leader build trust and confidence. The establishes the ethical and moral values of the
leader begins to impart his personal philosophy organization. They come directly from his personal
of leadership during these private or cooperate leadership philosophy. As expressed in an article by
gatherings with subordinates. Joseph Doty and Joe Gelineau, “Leaders also set
the command climate by articulating what the core
Imparting values and beliefs can take several values of the unit are. Core values are those non-
forms. First, the leader might provide the group a negotiable tenets that permeate the unit and guide
few “facts” about himself, his beliefs, and values everything a unit does or fails to do.”12
based on his experiences and drawn directly from
his personal leadership philosophy. During initial In its final form, the organizational philosophy
counseling, the leader might give his immediate is the foundation for change communicated to
subordinates a written document outlining his all. Those who developed the organizational
values and beliefs concerning leadership from philosophy, the subordinate leaders, are the
his personal leadership philosophy. While there chief communicators transmitting the message
is no single doctrinal method to this process, it down to the lowest levels. Subordinate units take
is wise to provide those trusted with executing ownership of the organizational philosophy and
the organization’s mission a glimpse into your begin positive movement toward the vision.
psyche. Transparency goes a long way in building
trust and preventing confusion in the future. Harry Through the leader’s behaviors and actions, the
Christiansen described the results when company organization’s climate develops and, over time, the
commanders fail to have an organizational unit develops its own unique personality mirroring
philosophy: the values and behaviors of its leader. Good
leaders will lead through this transformational,
Have you ever been in a unit where soldiers shared philosophy process throughout their careers
were unsure of the company commander’s as different leadership opportunities emerge.
expectations and his method of operation? Remember, you will be leading someone or some
The result is trial and error, second-guessing, group your entire professional career.
and misdirected effort. In short, the organi-
zational leaders spend most of their energy A Life-long Process
discovering the commander’s interest, which
distracts from the effectiveness of the unit.11 Leadership is a life-long process of self-
Whatever method of distribution the leader assessment, learning, application, and reassessment.
chooses, from the moment the words leave Developing a personal leadership philosophy
requires courage and humility as one attempts to

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LEADERSHIP PHILOSOPHY

discover what one truly believes about leadership. document. The leader imparts his personal values
Self-reflection is an arduous task, but required to and beliefs into the organization through a shared
achieve an individual’s full leadership potential. This organizational and command philosophy. I challenge
personal written assessment is applicable throughout every officer to draft a personal leadership philosophy.
one’s career and is an enduring compass, changing The benefits that you and your organization receive
only when life’s crucibles force a reassessment will manifest themselves in efficient, values-based
of personal values and beliefs. In the field of actions as the organization strives toward mission
organizational development, it is a foundational accomplishment. MR

NOTES

1. John C. Maxwell, The 360 Degree Leader, Developing Your Influence from 6. Todd Conkright, “Leaders Under Fire: The Crucible Experiences,”
Anywhere in the Organization (Nashville: Thomas Nelson, Inc., 2005), 1. Linked2Leadership, 16 February 2011. <http://linked2leadership.com/2011/02/16/
leaders-under-fire/> (6 March 2012).
2. W. Sinnott-Armstrong, “What is Philosophy?” Department of Philosophy,
Dartmouth College, 2008, available at <http://peoplelearn.homestead.com/APHIL- 7. Warren G. Bennis and Robert J. Thomas, “Crucibles of Leadership,” Harvard
SOPHY/What.Philsop.docx> (8 December 2011). Business Review (September 2002): 3.

3. “What is Philosophy?” Florida State University Department of Philosophy, 8. William W. George and Peter Sims, True North (San Francisco, Jossey-
2011, available at <http://philosophy.fsu.edu/content/view/full/36588> (8 Decem- Bass, 2007), 78.
ber 2011).
9. William W. George, Authentic Leadership: Rediscovering the Secrets of
4. Philip A. Pecorino, Introduction to Philosophy (Queensborough Community Creating Lasting Value (San Francisco, Jossey-Bass, 2003), 20.
College, CUNY, 2000), available at <http://www2.sunysuffolk.edu/pecorip/scccweb/
intro_text/Chapter%2012Conclusion/What_is_Philosophy.htm> (8 December 2011). 10. John C. Maxwell, The 360 Degree Leader, Developing Your Influence from
Anywhere in the Organization (Nashville: Thomas Nelson, Inc., 2005), 1.
5. George Ambler, “The Importance of a Clear Leadership Philosophy,” The
Practice of Leadership, 10 December 2006, available at <http://www.thepracticeo- 11. Harry W. Christiansen, “Command Philosophy for Company Commanders,”
fleadership.net/the-importance-of-a-clear-leadership-philosophy> (6 July 2011). Engineer Magazine (August 1997), 40.

12. Joseph Doty and Joe Gelineau, “Command Climate,” Army Magazine, July 2008).

CALL FOR PAPERS

“What is the greatest threat to the Army Profession for
the Army of 2020 and Beyond?”

The Center for the Army Profession and Ethic (CAPE) calls for papers on the
topic of threats to the future of our profession.

WHO: OPEN TO ALL MEMBERS OF THE ARMY PROFESSION,
Profession of Arms and DA Civilians

WHAT: Papers by up to three authors, 5000 words, plus or minus.
WHEN: Deadline is 28 February 2013

WHERE: Submissions to [email protected]

We seek to offer a forum for professional self-examination, commentary, and vigorous
expression with the purpose of strengthening America’s Army Profession for its future missions.

MILITARY REVIEW  September-October 2012 81