Some of the leadership principles that Pacetta talks about include developing trust in the team; creating loyalty; generation of enthusiasm and excitement in the team and the organization at large. Other leadership principles highlighted include the development of positive attitude by the leaders and members of his team, an exhibition of self-confidence, decisiveness, keeping positive company, effective execution of goal setting process, building a strong and cohesive team and constant search for improvement (Pacetta, 1995).
Pacetta’s leadership principles can be used on both military and non-military settings. In a non-military setting, it is pertinent that leaders remain decisive in all decisions that they take, be it on the field or in the office. Decisiveness entails making a good judgment by making rational and informed decisions. Decisions on military operations should be made on an informed perspective because of the huge financial costs that come with initiating such operations.
The leader should stick to such decisions, only making a few amendments whenever any weaknesses are observed. Obviously, this will be a challenge, but when the decisions are made from a well-informed perspective, then it may go smoothly. Operationalization of good decisions depends on the self-confidence of the leader. Decisiveness is a leadership principle evident in Pacetta’s management of the Xerox sales’ team that saw him transform the team to winning ways (Pacetta, 1995).
In a non-military environment, leaders and managers must develop a genuinely positive attitude. This is more than thinking good thoughts. Leaders have to realize that one’s attitude makes a difference. They must have faith that all problems can be solved and that their reaction to various circumstances is actually a model for teams to emulate. They have to be enthusiastic about whatever it is that they do. An enthusiastic leader will always have a team that is positive about their undertakings.
The pace of the leader usually determines the pace of the team. Team leaders must show self-confidence. However, there should show no element of arrogance in them. They have to exhibit an attitude and willingness to help their teams at all times because the leader’s efforts are rewarded when they are fully engaged in their responsibilities. One of Pacetta’s most important achievements was focusing on his leadership responsibilities even with all the challenges such as fear, resentment, back-stabbing, and all leadership challenges (Pacetta, 1995).
One only becomes proud of his profession when he or she possesses a positive attitude that leads his or organization to a situation when they break even. Leaders have to be decisive and driven by their set goals. They have to stand by their decision even if they are unpopular in other quarters. Leaders must keep the company of positive people as echoed by a popular cliché ‘you become what you think about’. The importance of a positive environment helps leaders to bring into perspective their success and that of their team. Their minds will, therefore, move in the direction of their dominant thoughts. They should undertake to seek out mentors who are wise and have relevant experience who can help them achieve their met goals. This example will also be emulated by their team. Leaders have to simplify their goal-setting process.
Successful leaders have to focus on what they want to achieve. They ought to come up with clear cut priorities so that they continue focusing on the set goals. They must come up with goals that are in the best interest of their organizations and their teams. Leaders have to be realistic when they are setting goals. The goals must be those that can be achieved (Pacetta, 1995).
The goals have to be kept visible so that all members of the team are capable of seeing them. Leaders in organizations have to be passionate about whatever activity they do. A leader who loves his work will not look at his work as labour. When your team realizes how passionate you are about whatever it is that you do they will also certainly become passionate about their work. They will be fired up about what they do because of the energy that creates some sense of unlimited potential. Team leaders must constantly seek improvement and must not assume that they have actualized and therefore need no continual learning.
Their teams must also seek for continual learning so that they improve on their skills. Managers who are not receptive to self-improvement are static and are backward. Team leaders and managers must put in place a cohesive team. They have to recruit qualified personnel and motivate and train them. This will make the team attain the company’s set objectives. The levels of building a good team should be the process of selection of employees; training them so that they have extensive knowledge of what they are supposed to do. The recruited team has to be motivated, and their progress monitored. They should be given either monetary or emotional rewards when they have performed exemplarily. Lastly, they should be promoted to re-enforce jobs that they have done well.
In my work environment, my leaders do praise us for our positive contribution. This makes us feel good. This really motivates us and creates in us an urge to give our all. Our leaders care about us as human beings and understand that we cannot be perfect in everything that we do. They respect us and appreciate. They praise us openly.
Pacetta, F. (1995). Don’t Fire Them, Fire Them Up. New York, NY: Simon&Schuster. Web.