Commentary: Earning respect is fundamental to leadership Published Dec. 17, 2010 By Lt. Col. Philip A. Holmes 386th Expeditionary Security Forces Squadron commander SOUTHWEST ASIA -- I recall occasions in my Air Force career when leaders stood in front of Airmen and proclaimed their position and authority, demanding to be heard and followed. This kind of proclamation is indicative of a leader who may lack confidence in his or her ability to lead and motivate. Leadership by position alone often is destined for failure. At best, it creates an inefficient and frustrating work environment. Earning respect should be a goal of all leaders. Respect is not a right because of position or rank. People will always respect a leader's rank and position by virtue of our military culture, but respect for the individual leader is something that must be earned through actions. So is leading by position and rank enough to get the mission done? The answer, of course, is yes. In the military we have a chain of command and must follow orders. Giving direct orders to get things done does not mean the organization is healthy. An organization run by a checklist-dependent leader who does not have the respect of the people is destined to not achieve its full potential. The personnel under this type of leadership will be prone to dissension and have a tendency toward indifference. The end result is an organization sitting back and waiting for direction with little drive or motivation. How do leaders avoid getting in the position where they are compelled to default to their rank or position to get people to act? This subject is somewhat complicated, because military organizations operate under a rank structure. It is very easy to give orders and demand subordination; however, being a leader is obviously more involved. With that said, leaders should not make decisions in a bubble. One of the keys to success and gaining respect is achieving "buy in" at all levels. This doesn't mean concurrence with every decision, but input should be sought from those at various levels in the chain of command. A basic practice of a good leader is to establish intent and move out of the way to let the experts come up with courses of action to meet that intent. Ultimately the one in charge will make the final decision. If those in an organization helped with the solution, the "buy in" exists to support the leader regardless of the orders. When there is ownership of the process, people will be more apt to follow and fully contribute to the success of any mission. Converse to this approach is to tell people how to do something without any input from those affected. Ownership is lost, and subordinate leaders are in a position to defend a process or decision made in a vacuum. Leadership is an inherently complicated endeavor, and no matter the position or the rank held, it is critical not to lose sight of the need to know when to be a leader versus a manager. Do not default to authority alone to make things happen, and understand that people are required to follow their chain of command in a military setting. Always strive to earn the respect of subordinates, not only by your words, but with supporting actions. Ensure ownership of leadership decisions on all levels by facilitating input from the team. The result will, ultimately, be a loyal following that efficiently and effectively accomplishes the mission.