Cedarville Magazine, Summer 2014

6 | Cedarville Magazine How did the respective organizational cultures in the military and law enforcement inform your leadership style? Reno – In more than 20 locations and even more job assignments with the USAF, I was led by men and women with humility and high integrity. They cared about people and were devoted to the mission. They were good communicators, deliberate thinkers, action-oriented, and loyal —up, across, and down the chain of command. This became clearer as I advanced in the organization. In those I worked with at the highest levels, I witnessed the greatest integrity, passion for the mission, and sense of duty. When I worked at the Pentagon, my boss was the Air Force Chief of Staff, the most senior general in the Air Force. One day, my secretary informedme he wanted to see me inmy office, and I knew that couldn’t be right. Surely, I should go to see him. I went to his office and spoke with his executive officer. “Sir,” he replied, “He wants to meet with you in your office.” I was surprised, but even more so when he came, alone, walking down the corridor, a quarter mile from his office to mine. He had no deputy with him, no entourage. After greeting me by name, he requested the services of a sergeant who worked for me. Because I reported to him, each person who reported to me worked for him already. As a senior general, he did not need to ask me for anything that was by all rights already his, but his deference tome made a lasting impression. Good leaders taught me a lot about leadership, but so did poor leaders. I knew a boss whose insecurity made him overbearing and heavy-handed. I saw the effect it had on his subordinates, and from his example, I learned to respond to people in more positive ways. There are times when orders flow down the line. When your commander says, “Take your unit and conduct these operations,” there’s no discussion. It’s time to salute and carry out orders. But there are other times when empowering those who work for you benefits the entire team. Oliver – Law enforcement culture is paramilitary; it adopts a partial military style in command structure. One key difference is that the higher up you go, the more rules and legal guidelines you must follow. You have less discretion to “do whatever you want.” Some law enforcement agencies, like those I worked for in Ohio, have collective bargaining—first-linemanagement andmiddlemanagement negotiate wages, benefits, and terms and conditions of employment. It changes the leader’s role when work rules can be negotiated and grieved through a labor agreement. A leader in this environment gets things done through personal influence and negotiation skills rather than positional authority. In one agency, I wanted to end the 12-hour shifts that didn’t serve the community or the agency well. Some officers liked the schedule and some did not, but that schedule was written into the labor agreement and, therefore, considered sacred. After a series of meetings with members of the labor unit and others who wanted to attend, we were able to agree on a nine-hour day that gave officers more weekends off. Far from a unilateral decision, this required a great deal of give-and-take to find a better alternative. What is a hot topic in leadership literature right now where you particularly agree? Reno – Leaders need to be nimble, able to adapt — not their values, but their styles—and adjust to each situation. This is not only true from job to job but also within elements of the job.The wise leader will adjust to meet the needs of the organization, not make them adjust to his needs. (If you sense an element of humble service here, it is intended.) Within a particular job, the wise leader, CEO, or other will adapt his style to the different needs of superiors, peers, and subordinates as well as in varying situations. Flexibility is key to effectiveness. What seems to be missing from today’s leadership literature? Oliver – The emphasis seems to be on techniques, methods, and strategies —public image and tactics that can make a person appear to influence and get what hewants from people. The focus is less about the integrity of the leader and doing what is morally right. Character is the essence of leadership. The most important question people ask of those who have authority over them— whether an athlete to a coach, a child to a parent, a student to a teacher, or an employee to a manager — is, “Can I trust you? Will you be honest and truthful while looking out for my interests?” You primarily lead from your moral authority more than your knowledge and ability. If people can discredit themessenger, they will discredit the message. Leadership, more than anything else, is a practice; it is something you do, and ultimately, it is something you become. Not everyone can be a leader, but everyone can lead from an area of responsibility. What are the core values that shape who you are and how you lead? Reno – Vision — Without it, the people perish (Prov. 29:18). Integrity —Your credibility is anchored on this. Communication —When things go wrong in an organization, it’s usually caused by poor or lack of communication. Balance — Your job is important, but not at the expense of your faithfulness to your spouse, children, and God. Service — Who will be greatest in God’s kingdom? The one who is servant of all (Mark 9:35). The USAF has three core values: integrity, service before self, and excellence