Motivated, Motivated, Downright Motivated!
By Matt Bernard JGSM '11
Issue date: 3/8/10 Section: Features
"HOO-RAH!" - a motivated response from former Marine officer Pat Hulsy.
Many military leaders, such as those currently attending The Johnson School, have learned and been taught the tricks of the trade from the good, the bad, and the ugliest leaders the military has to offer. Each has deployed lessons learned from the classroom, lessons from great leaders, and more importantly, lessons learned of "what not to do" from performance challenged leaders they may have encountered. Through these lessons, some consistencies present themselves - those consistencies are gathered below to provide CBJ readers a military perspective on motivation.
Yes, motivating others is an art. Yes, it is also a science. No, I cannot tell you if it is 50/50 or 60/40, it varies for each person based upon that person's natural ability (intangibles that cannot be taught) and capacity (potential and discipline to learn and use leadership techniques).
The perception that military leaders bark orders that subordinates must follow is far from the truth. Despite the fact that the military is the epitome of a hierarchical organization, where a subordinate can be judicially punished for disobeying a lawful order from his superior, this rule is in place as a rudimentary means to maintain discipline; a last line of defense when bullets are flying and the only motivation to breach a primal fear of death might be fear of punishment. Leading by dictating is not leadership, and as Major General John M. Schofield stated in his 1879 address to the West Point Corps of Cadets, "is far more likely to destroy than to make an army…" Instead of motivating others to work, harsh treatment may motivate others to cast you out or purposefully sabotage you. Ultimately, a leader who is responsible for everything his subordinates do or fail to do will meet failure if he is merely barking orders. For this reason, military leaders use other means to motivate.
Steve Maddox, a former Marine officer, motivated his soldiers by "finding what made them tick." He conversed, learned what their likes and dislikes were. What they responded to, some motivationally loud and forceful speech, or coaxing, or ego rubbing, he learned through conversation.
Many military leaders, such as those currently attending The Johnson School, have learned and been taught the tricks of the trade from the good, the bad, and the ugliest leaders the military has to offer. Each has deployed lessons learned from the classroom, lessons from great leaders, and more importantly, lessons learned of "what not to do" from performance challenged leaders they may have encountered. Through these lessons, some consistencies present themselves - those consistencies are gathered below to provide CBJ readers a military perspective on motivation.
Yes, motivating others is an art. Yes, it is also a science. No, I cannot tell you if it is 50/50 or 60/40, it varies for each person based upon that person's natural ability (intangibles that cannot be taught) and capacity (potential and discipline to learn and use leadership techniques).
The perception that military leaders bark orders that subordinates must follow is far from the truth. Despite the fact that the military is the epitome of a hierarchical organization, where a subordinate can be judicially punished for disobeying a lawful order from his superior, this rule is in place as a rudimentary means to maintain discipline; a last line of defense when bullets are flying and the only motivation to breach a primal fear of death might be fear of punishment. Leading by dictating is not leadership, and as Major General John M. Schofield stated in his 1879 address to the West Point Corps of Cadets, "is far more likely to destroy than to make an army…" Instead of motivating others to work, harsh treatment may motivate others to cast you out or purposefully sabotage you. Ultimately, a leader who is responsible for everything his subordinates do or fail to do will meet failure if he is merely barking orders. For this reason, military leaders use other means to motivate.
Steve Maddox, a former Marine officer, motivated his soldiers by "finding what made them tick." He conversed, learned what their likes and dislikes were. What they responded to, some motivationally loud and forceful speech, or coaxing, or ego rubbing, he learned through conversation.
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