Page 108 - NAVAL SCIENCE 3 TEXTBOOK

l NTE HNXl'l ONAL LAW AND T11E SEA 113

acquire the qualities he or she needs for sllccess. \·Vhen leaders'
conduct is outstanding, those around them are often inspired to
pattern their own actions after them, to the good of the whole
organization. No leader, then, can live by the rule of "Do as I say,
not as I do." It will not work. As many recent e\'Cnts have shown,
lllallY bad things can happen to elected, appointed, and cOlllmis-
sioned and noncommissioned military <md civiliallieaders jf what
they do in their private lives is not .. lS exemplary as their public rllld
professional lives.
No leader can ignore rules and regulations and still expect sub-
ordinates to follow them. Such a leader will not be trusted and will
lose control of subordinates. Regaining respect and control once
they ore lost is exceptionally difficult.
Rank has its privileges, but that does not excuse improper con-
duct. Rather, when it comes to conduct, it should be stressed that
rank also has its responsibilities. "Conduct" in the military means
conduct ashore, as well as aboard ship or station. No good citi-
zen and certainly no service member would do anything to dis-
honor the uniform, for such conduct can bring dishonor upon the
United Sti1tes and its armed forces.
All young people have a need for good examples of how to be the
best they can be. This sharp NJROTC cadet demonstrates pride in
himself and in his unit as he goes aboard a Navy train ing ship. Mutual Trust and Confidence
(Annapolis HS NJROTC)
Officers and pett), officers must set a proper example by letting
subordinates know that they are trusted. If leaders fail to show
Ability to Organize and trust in their subordinates, they will soon find themselves COI1-
Make Decisions stillltly checking up on their people, distrusting the records and
reports prepared by them, and consequently pertorming their own
A military leader's primary job is to coordinate the eft-orts of their
duties less efficiently.
personnel to achieve a common purpose. Leaders must be able to
organize their subordinates so that their labors and training can
be used to achieve the best results. A first requirement tor effective
organization therefore is a full awareness of the skills and capabili-
ties of assigned personnel.
\"'hile it is entirely proper to call upon the expertise and experi-
ence of seniors to assist in the accomplishment of a mission, young
leaders must eventually make 1110st of the final decisions themselves.
\Vithout the ability to make good decisions, a leader is useless.
Subordinates expect clear-cut decisions from their lead-
ers when they bring personal problems to them for discussion
or when professional problems require solutions. If complicated
problems arise, especially those clenrly beyond n junior's authority,
he or she will want to discllss them with n superior. Honesl mis-
takes will occasionally occur, but from mistakes comes experience,
and from experience comes wisdom.

Personal Example
All young people have a strong need for examples to live by. By These two members of a NJROTC relay race team know that it takes
following the good example of someone admired-father, mother, mutual trust and confidence in each other's ability to make a good
sibling, teacher, sports hero, or celebrity-the young person (an exchange of the baton in the stress of competition. (Annapolis
HS NJROTC)