Are leaders born or bred? Published Dec. 8, 2006 By Maj. Charmaine Martin 48th Communications Squadron commander ROYAL AIR FORCE LAKENHEATH, England -- We've all worked with supervisors or commanders who we want to emulate. We wonder, are they born to lead or did they learn to lead? What leadership books should I read? What classes should I attend? Should I watch "Patton" or "Saving Private Ryan"? As former President Harry Truman said, "A leader is a man who has the ability to get other people to do what they don't want to do, and like it." How do I become like them? Basically, part of leadership is innate and part is learned. Some people are easy going and deal well with anyone they encounter. Others have management processes down pat. Combining these two elements of leadership is usually where learning and practice is required. To grow as a leader, you must understand your strengths, recognize your weaknesses, look at each situation individually, and apply some basic principles: - Know yourself and seek self-improvement. What are my strengths and weaknesses? Do I get in the "weeds and seeds," or do I forget to follow-up on tasks? It could be painful, but ask your friends or a leader you respect what they see as your strong and weak attributes. - Be proficient in your duties. Nobody knows your business like you do. Yet, as an officer or senior non-commissioned officer, remember your technicians are the Airmen and NCOs, so you need to understand the business, but not get in their business. - Seek responsibility and take responsibility. Take the lead...don't wait to be tasked to find an answer. Remember if it fails, take responsibility; if it succeeds, share the glory with peers and subordinates. - Make a decision. It is better to make a mediocre decision then make no decision at all while waiting for all the information. You might pass the decision-making window and now must react instead of act. - Set the example. People will follow you if you lead the pack. General Patton told a colonel to cross a river at a set point, and the colonel asked how he could be sure it was safe to cross there. The general responded, "Look at my pants--that's how shallow the water is." Lead from the front is as true as it gets. - Know your Airmen and take care of them. Get to know everyone's name; learn about their families or hobbies; show a sincere interest. We all want to be part of a team...would a professional baseball player not know the name of his shortstop? - Keep the information flowing. Move info up and down the chain so everyone at all levels is in the loop. If the youngest Airman understands the squadron mission and vision then he or she can help execute them. - Hold people responsible. Task your Airmen, let them know you trust them to accomplish the job, and hold them accountable. Nothing brings more pride then knowing you were in charge of a project and completed it successfully. - Motivate. Success is an attitude. If you believe you will succeed then you have a much better chance at success. Don't give into a defeatist attitude... there will be failures, but learn from them and press on. -Know your boss. Know what your boss wants, then do what your boss wants. We all work for someone, working their issues helps everyone succeed. Remember, if your boss tells you to make it happen, go out there and o what they say--not what you wish the direction had been. Remember the old saying, "no man is an island?" Well, no leader is alone either. Using the ten suggested principles above won't work if you don't trust the people you work with. For young officers, my advice is to listen and learn from the senior NCO corps. They've been doing this longer and have seen many of the same issues come around again and again. For senior NCOs, take a young lieutenant under your wing and teach them about the Air Force, core values and what pitfalls to avoid. For everyone, keep reading, learning and emulating leaders you admire and look up to--they've set the ground work for you.