These days you can find pretty much anything online. Most people will click on one of the first few Google results because they’ve found what they’re looking for, don’t want to scroll further, are short on time, or some combination of the three. But I’m always willing to go further. That’s how I came across this nugget of information - a dog-eared book called "Guidelines For The Leader And The Commander" by General Bruce C. Clarke. Out of print for ages. A white whale. When it pops up on Amazon, be ready to shell a hefty 400 euro. One of the most decorated veterans of all time, David H. Hackworth talked glowingly about the book: "I established the requirement that all officers in my battalion read General Bruce Clark's Guidelines For The Leader And The Commander." As far as I am concerned, this endorsement says it all. It’s the finest little handbook on leadership and training ever written. Period. It's mind-blowing and eye-opening because it's like it's written about these days. Except, it was written before 1968. It's just incredible to see how the principles remain the same over time and it's so intriguing to uncover the roots of Simon Sinek, Jocko Willink, roots of Leadership Strategy And Tactics, and Dichotomy Of Leadership. There's a thread you can trace through all these books. You've got to know the roots. The better you understand the origin of ideas and principles, the better you understand those ideas and principles themselves. And the better leader and person you'll become.
The first step in motivating soldiers is to tell them the reason why.- General Bruce C. Clarke
As you might imagine, it's filled with lessons and insights around training and leadership observed by one of the best US generals.
If you believe that you currently lack the skills to be effective as a leader, then be assured that leadership skills can be learned and practiced like any other ability.
In case you haven’t noticed, the hardest parts of leadership is always the human aspect, not the tactics.
So here we are, without further ado, I present to you at long last "Guidelines For The Leader And The Commander."
The opening part says it clearly:
"These guidelines were written by a leader and commander out of the wealth of experience gained by him in leading and commanding troops from a squad to an Army group.
These guidelines were prepared for the benefit of leaders and commanders in the US Army in order that they, in turn, may make use of his counsel and experience.
General Bruce C. Clarke has probably had more command duty at more command levels than any other officer in the US Army, living or dead.
He served more than 40 years in all grades from private to four-star general, known as the most effective trainer of modern times in the US Army, as well as an outstanding combat commander.
General C Clark here specifies the methods he has used with outstanding success in management training, in soldier management and in leadership and generalship."
It's outstanding
What do you think?
Not exactly a lightweight, hm?
These are important things to be reading right around this time.
As you see, he wrote this for us - leaders, managers, and workers.
It’s not about army, soldiers and war, quite opposite, it's about business, leadership and life as such.
In Part One - Leadership and Command you are immediately confronted with reality:
"When an individual assumes command of a unit, large or small, he steps into one of the most interesting and the most challenging assignments a member of the armed forces can have. Here is a job into which a man can sink his teeth. Here is a job where initiative, originality, hard work, fidelity and human understanding can pay off in the richest dividends."
This chapter includes many aspects that are connected with the ability of the commander to train and lead his unit.
Now, what does it take to lead?
How often have you heard people saying: "I’ll do anything to get a command”.
If you’re one of them, do you really mean it?
Have you ever wondered if you’re cut out for such a role and what "having a command” entails?
Think of the answers to the following questions carefully
They can help you make the right decisions about where you’re heading with your career.
General Bruce C. Clarke writes here:
Are you willing to devote all hours of the day and night, seven days a week, to your command?
Is your wife willing to do likewise when needed in order to make a happy "Army community" in your unit area?
Is your family willing to be secondary, if necessary, to the "Company," "Battalion," "Group," "Regiment," "Company Command," "Brigade," or "Division”?
Are you willing to learn, teach, stress and live with the “basic fundamentals” necessary to make your unit good and still believe that your great talents for "bigger things" are not being wasted?
Do you like to be with your people? Can you live with their energy, points of view and the problems they create?
Are you willing to take the hard knocks that come from carrying responsibility for the failure of your subordinates?
Can you juggle, at the same time, all the balls of training, maintenance, tests, administration, inspections, communications, messes, supply, athletics, marksmanship, discipline, public relations, without dropping any of them.
Are you able to do many things concurrently, or are you a consecutive doer? Can you manage a complex job?
Can you receive and carry out orders? Are you a good follower as well as a leader?
Can you stand tough competition from like units in your outfit and still retain a spirit of cooperation and teamwork with them?
Are you physically and emotionally fit to carry the load?
Do you have the courage to make and stand by tough decisions?
Are you and your family willing to “live in a goldfish bowl” where your actions are closely observed by both subordinates and superiors?
Are you still enthusiastic and cheerful when confronted with seemingly impossible tasks to be performed with inadequate means?
Are you willing to take responsibility yourself when things go wrong in your unit and correct a bad situation rather than blame it on the staff or a higher headquarters or a subordinate?
Are you willing to do your best with “what you have” even though it apparently is inadequate?
Are you confident you can produce a superior unit with the ordinary run of manpower? Can you inspire personnel to produce outstanding accomplishments?
Are you willing to take a chance on being relieved for attaining only mediocre results?
Do you really want “Command” or do you just want “to get command on your record”?
Man, we owe this guy a lot.
The list is pretty phenomenal.
What a great outline to check yourself and see where you’re at.
He's captured the burden of leadership so well.
People say “If I were in charge, I’d do this and that and everything would be fine."
But they don't fully understand the burden of leadership.
Leading others is a tough thing.
Not everybody can do that.
And there are a lot of people that don't want to do that.
And that’s ok.
Anyway, that’s my rant, I hope it resonates. Have a great weekend.
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