Posted on Jun 2, 2015
Compliance with Army regulations: An indication of good leadership, or not?
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My Philosophy pontificated. An indication of good Army leadership is leadership that consistently accomplishes Army missions and requirements in accordance with Army regulations. Army regulations are a historical database of learned procedures, that when complied with, accomplish the missions and requirements of the Army as it is defined in Army field manuals and Army regulations. Consistent accomplishment of Army missions is key. Example; consistent compliance to the operations manual of an AH-64 Apache attack helicopter and or Abrams main battle tank, ensures the proper defined operation of the vehicle in the accomplishment of Army missions. If consistent compliance to regulations produces sustained mission accomplishment, then adhere to Army regulations often. If sustained mission accomplishment is not achieved by consistent compliance to Army regulations, then officially modify the regulation often until sustained mission accomplishment is achieved. Good leaders adhere to established guidelines and make official recommendations for adjustments to guidelines when optimum mission accomplishment is not achieved.
Posted in these groups: 
Compliance Officer
Leadership
Leadership Development
Army Regulations
US Army
Compliance Officer Leadership Leadership Development Army Regulations US Army
Edited 9 y ago
Posted 9 y ago
Responses: 16
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Regulations are rules. Field Manuals are guides. A good leader understands that there is a point to where black and white turns to gray. That is the human factor. A good leader knows the different between intent and result. A good leader can balance the risks versus rewards and believe it or not, legality is a planning factor.
The saying goes something like this: Accomplish the mission and return home with honor and distinction. You need to determine what is honorable when considering a course of action. That may be clarifying something with JAG, or your boss, peers and/or CSM but in the end, the decision may be yours alone.
And above all, a leader takes action (which may be to stand back and wait). If you have to ask higher before doing everything, you're stuck in a feedback loop while the fight is happening all around you. Use MDMP, use your staff, delegate work (but verify), further your study of human knowledge and leadership and you will be armed with what you need.
The saying goes something like this: Accomplish the mission and return home with honor and distinction. You need to determine what is honorable when considering a course of action. That may be clarifying something with JAG, or your boss, peers and/or CSM but in the end, the decision may be yours alone.
And above all, a leader takes action (which may be to stand back and wait). If you have to ask higher before doing everything, you're stuck in a feedback loop while the fight is happening all around you. Use MDMP, use your staff, delegate work (but verify), further your study of human knowledge and leadership and you will be armed with what you need.
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COL (Join to see)
Good. As you have stated, a good leader considers the legality of his decisions and includes the Judge Advocates Group in his decision making process. A good leader considers the morality of his decisions and includes his senior leaders as well as his peers in his reasoning process. And further, a good leader supervises and follows up to ensure compliance. Great answer.
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I admit there were a few times when I looked the other way when it came to Personnel Actions. As an example I helped a female E-7 with 18 years avoid the Medical Board. She was smart and had a Masters Degree, she was a fighter as well, and wanted to finish the marathon she started 18 years ago.
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One - Compliance does not equal leadership. Compliance is easy, and anybody can do it. Leadership is difficult, and not everybody is able to effectively lead.
Two - Regulations are created as "rules" for enforcing uniformity and discipline. They help guide and assist in decision making. A Field Manual is created and used to explain "how to" accomplish a given task, but is not a regulation. They are tactics, techniques, and procedures. A Technical Manual (TM) for a piece of equipment is not a regulation, it is an operations guide. You follow the TM to understand how to use a piece of equipment.
Army missions are not completed by compliance to the regulations, they are completed by using the best practices supported by Field Manuals. Accomplishing the mission is the business of leaders, but it is never done by simple compliance. A leader at every level inputs his or her thought process, bias, and end-state. The output is either mission accomplishment, or guidance to the next leader below them.
So to answer your question, sir, yes, a leader should comply and enforce regulations. But that had nothing to do with Army mission success. To accomplish an Army Mission, leaders at every level must understand the mission, understand the desired end-state, process the output of the leader above them, make a decision, and either accomplish the mission or give an output to a subordinate leader. Simple compliance will not accomplish anything of substance.
Two - Regulations are created as "rules" for enforcing uniformity and discipline. They help guide and assist in decision making. A Field Manual is created and used to explain "how to" accomplish a given task, but is not a regulation. They are tactics, techniques, and procedures. A Technical Manual (TM) for a piece of equipment is not a regulation, it is an operations guide. You follow the TM to understand how to use a piece of equipment.
Army missions are not completed by compliance to the regulations, they are completed by using the best practices supported by Field Manuals. Accomplishing the mission is the business of leaders, but it is never done by simple compliance. A leader at every level inputs his or her thought process, bias, and end-state. The output is either mission accomplishment, or guidance to the next leader below them.
So to answer your question, sir, yes, a leader should comply and enforce regulations. But that had nothing to do with Army mission success. To accomplish an Army Mission, leaders at every level must understand the mission, understand the desired end-state, process the output of the leader above them, make a decision, and either accomplish the mission or give an output to a subordinate leader. Simple compliance will not accomplish anything of substance.
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COL (Join to see)
There are 11 fundamental principles of leadership that apply to commissioned officers, warrant officers, non-commissioned officers, and Army civilians across all components:
Principle #1 – Know Yourself and Seek Self Improvement
Know your strengths and improve on your weaknesses.
Principle #2 – Be Technically and Tactically Proficient
Know your job and the responsibilities of your superiors as well as your subordinates.
Principle #3 – Seek Responsibility and Take Responsibility for Your Actions
Seek greater responsibility. When in charge, accept the consequences of your decisions, absorbing the negative and passing on the praises.
Principle #4 – Make Sound and Timely Decisions
Leaders must be able to reason under the most critical conditions and decide quickly what action to take.
Principle #5 – Set the Example
Be the role model.
Principle #6 – Know Your Personnel and Look Out for Their Well Being
Understand those being led and diligently provide for their health and welfare.
Principle #7 – Keep Your Followers Informed
Explain the reasons behind requirements and decisions. Information encourages initiative, improves teamwork and enhances morale.
Principle #8 – Develop A Sense of Responsibility In Your Followers
The members of a team will feel a sense of pride and responsibility when they successfully accomplish a new task given them. When we delegate responsibility to our followers, we are indicating that we trust them.
Principle #9 – Ensure Each Task is Understood, Supervised and Accomplished
Supervise and follow-up.
Principle #10 – Build A Team
Motivate team members to work with confidence and competence.
Principle #11 – Employ Your Team In Accordance With Its Capabilities
A leader must use sound judgment when employing the team. Failure is not an option. By employing the team properly, we ensure mission accomplishment.
In Addition, The United States Army recognizes seven values that must be developed in all Army personnel.
Loyalty
Duty
Respect
Selfless service
Honor
Integrity
Personal courage
The eleven principles of leadership, and the seven core values, apply to commissioned officers, warrant officers, non-commissioned officers, and Army civilians across all components.
Principle #1 – Know Yourself and Seek Self Improvement
Know your strengths and improve on your weaknesses.
Principle #2 – Be Technically and Tactically Proficient
Know your job and the responsibilities of your superiors as well as your subordinates.
Principle #3 – Seek Responsibility and Take Responsibility for Your Actions
Seek greater responsibility. When in charge, accept the consequences of your decisions, absorbing the negative and passing on the praises.
Principle #4 – Make Sound and Timely Decisions
Leaders must be able to reason under the most critical conditions and decide quickly what action to take.
Principle #5 – Set the Example
Be the role model.
Principle #6 – Know Your Personnel and Look Out for Their Well Being
Understand those being led and diligently provide for their health and welfare.
Principle #7 – Keep Your Followers Informed
Explain the reasons behind requirements and decisions. Information encourages initiative, improves teamwork and enhances morale.
Principle #8 – Develop A Sense of Responsibility In Your Followers
The members of a team will feel a sense of pride and responsibility when they successfully accomplish a new task given them. When we delegate responsibility to our followers, we are indicating that we trust them.
Principle #9 – Ensure Each Task is Understood, Supervised and Accomplished
Supervise and follow-up.
Principle #10 – Build A Team
Motivate team members to work with confidence and competence.
Principle #11 – Employ Your Team In Accordance With Its Capabilities
A leader must use sound judgment when employing the team. Failure is not an option. By employing the team properly, we ensure mission accomplishment.
In Addition, The United States Army recognizes seven values that must be developed in all Army personnel.
Loyalty
Duty
Respect
Selfless service
Honor
Integrity
Personal courage
The eleven principles of leadership, and the seven core values, apply to commissioned officers, warrant officers, non-commissioned officers, and Army civilians across all components.
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SFC (Join to see)
COL (Join to see) you are confusing Leader (a person) and leadership (a process). While both are nouns, one takes the place of a person in a role; the other takes the place of the act (thing) of leading.
I am extremely familiar with the 11 fundamental principles of leadership and how they apply to the process of leading. Recall from my previous post, doctrine "provides an authoritative guide for leaders and Soldiers, while allowing freedom to adapt to circumstances. For the most part, doctrine is descriptive rather than prescriptive." As the Army sets out the doctrine covering the process of leadership in FM 6-22, this FM is considered to be a guide for Leaders (the role) to guide their leadership (the process).
I am extremely familiar with the 11 fundamental principles of leadership and how they apply to the process of leading. Recall from my previous post, doctrine "provides an authoritative guide for leaders and Soldiers, while allowing freedom to adapt to circumstances. For the most part, doctrine is descriptive rather than prescriptive." As the Army sets out the doctrine covering the process of leadership in FM 6-22, this FM is considered to be a guide for Leaders (the role) to guide their leadership (the process).
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COL (Join to see)
No. Your interpretation of my statement is inaccurate. There is no confusion reference Army leadership development and Army leaders. Let FM 6-22, the U.S. Army's accepted doctrine reference Army leadership development and Army leaders be your guide. End of conversion.
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SFC (Join to see)
COL (Join to see) I'm sorry, I just now saw this, but, "End of conversion"? I'll assume you mean conversation. That is an extremely pompous and arrogant way to attempt to make a final point. I don't need FM 6-22 to be my "guide", and I definitely don't need your mentorship, thank you very much.
Your original question asked if compliance equals good leadership, to which I stated it does not and backed up my opinion. Obviously, you disagree, and that is fine. We had a conversation and each stated their points. Disagreement is good, as it drives conversation. If you wish to opt out because you feel the conversation is not going anywhere, the respectful option is to simply not reply. To be a pompous ass is poor form, no matter how privileged and enlightened you feel.
Your original question asked if compliance equals good leadership, to which I stated it does not and backed up my opinion. Obviously, you disagree, and that is fine. We had a conversation and each stated their points. Disagreement is good, as it drives conversation. If you wish to opt out because you feel the conversation is not going anywhere, the respectful option is to simply not reply. To be a pompous ass is poor form, no matter how privileged and enlightened you feel.
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