JLBC CADET CORPS Leadership Skills & Theories
As senior leaders, we have direct influence over few followers, yet we influence more people than we did as junior leaders. How does this happen? Who do we influence as senior leaders? Indeed, we influence those followers who report directly to us as leaders. This is usually only 5-7 people. But if we’re the leaders we’re supposed to be, we’re indirectly influencing many more than just a few cadets who report to us.
We also influence the people who report directly to those individuals, though not in as direct a way. As you follow the chain of command, you affect more people, but not one-on-one. This is one reason communication is an essential part of leadership. As a senior leader, how do you reach the people you need to influence? JLBC Cadets We all know from the childhood game of “Telegraph” that a message quickly gets distorted as it passes from one JLBC Cadets to the next. If you depend on your subordinate leaders to pass on your message from one person in the chain to the next, you can imagine how it will come out when it gets to the people on the other end of the chain! Do you try to gather everyone together to communicate directly? That’s not usually possible and certainly not practical. Do you put your message in writing or video to reach subordinates just as you drafted it? How do you know they’ll see it? What messages are essential for you to get down the chain of command? If you flood them with trivia, they won’t be able to discern the important from the unimportant. In your position and organization, how you communicate with ALL your subordinates is something you have to consider. JLBC Cadets, Don’t be afraid to try new ideas, and don’t give up! You need to communicate if you’re going to influence your followers. As a senior JLBC cadet leader, you must spend more time coordinating, thinking, and reflecting on what the JLBC Cadet is doing and how you are doing it. Develop clear policies and procedures to control and monitor the execution of your plans and programs.
Who else do we influence as senior leaders? Other senior leaders? People outside the organization who are in a position to help the organization somehow? In the JLBC Cadet Corps, school administrators and teachers, local veterans groups, parents, JLBC units at other schools, and the brigade and state staff are all outside elements you may influence as a cadet leader. How do you control them? Consider the different bases of power and how they might help you have more influence over some of these groups or people. JLBC Cadets If you become an expert in your field, you may be able to wield expert or referent power. Are there ways you can use the different types of legitimate authority to influence peers and competitors? Do you control information so that you can benefit from information power? You can see that power and influence go together and work better when you understand how they interrelate.
As a cadet officer, how do you wield your power and influence? It can be pretty straightforward within your battalion – but as a commander or battalion staff officer, your success depends on your ability to influence others. Have you started to work with other leaders in your brigade? You have the opportunity to control your brigade leaders in ways that will improve the organization and make your company a more effective part of the JLBC Cadet Corps. Have you thought of being on the 10th JLBC Corps Staff? Why would anyone want to do that? It can be a lot more work! But it’s also an opportunity to influence leaders from other brigades and state levels. Do you have ideas on how to make the JLBC Cadet Corps better? If you want to make changes, you need to influence others – and the way to do that is to work with them, develop your reputation as a forward-thinking leader, and put yourself in a position to propose your ideas to those who can support you. You may go from an excellent local leader to someone who has a lasting influence on the whole JLBC Cadet JLBC Corps program!
Indirect leadership is more complex than direct leadership but has more of an effect on the organization as a whole.