INITIATIVE AND LEADERSHIPThere may be occasions when your work entails dirty
clothes and an unshaved face. Your men all look that way. At
such times there is ample reason for your appearance. In fact,
it would be a mistake to look too clean-they would think
you were not doing your share. But as soon as this unusual
occasion has passed, set an example for personal neatness.
And then I would mention courage. Moral courage you
need as well as mental courage-that kind of moral courage
which enables you to adhere without faltering to a determined
course of action which your judgment has indicated is the one
best suited to secure the desired results.
You will find many times, especially in action, that after
having issued your orders to do a certain thing, you will be
beset by misgivings and doubts; you will see, or think you see,
other and better means for accomplishing the object sought.
You will be strongly tempted to change your orders. Don't
do it until it is clearly manifested that your first orders were
radically wrong. For, if you do, you will be again worried by
doubts as to the efficacy of your second orders.
Every time you change your orders without obvious reason you
weaken your authority and impair the corifidence oj your men. Have
the moral courage to stand by your order and see it through.
Moral courage further demands that you assume responsi-
bility for your own acts. If your subordinates have loyally carried
out your orders and the movement you directed is a failure, the
failure is yours, not theirs. Yours would have been the honor had
it been successful. Take the blame if it results in disaster. Don't
try to shift it to a subordinate and make him the goat. That is
a cowardly act.
Furthermore, you will need moral courage to determine the
fate of those under you. You will frequently be called upon for
recommendations for promotion or demotion of officers and
noncommissioned officers in your immediate command.
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