Become a Leader People Are Happy to Follow

ASPIRE® as a whole

The image of the ideal leader held by military commanders is uncompromising.
“Subordinates place their trust in a superior who makes them believe, ‘With this person, we can win.’ No one will follow a commander who may be a ‘nice person’ but would get them killed,” says Damian McKinney.
A leader who delivers victory demands effort and contribution from subordinates, while at the same time sincerely praising the results achieved together as a team.

Under a leader whom people are happy to follow, both results and growth are born.

 
Deep Dive

While few would disagree that the best leader is someone who is both a good person and capable of leading the team to victory, the military sees it differently.
In the military, the best commander is the one who leads the team to victory—full stop.
If a leader is a nice person but causes the team to lose, that loss can mean death.

“Apparently the next commander is a really nice person. That’s good news.”
“What are you talking about? Units under that commander have been wiped out multiple times.”
“Seriously? That’s the worst.”

That’s how it goes.

At military academies, the ideal leader is clearly defined as “a leader whom subordinates are happy to follow.”
For business professionals, the word “follow” may sound uncomfortable. But in a military context, “happily following” is synonymous with “trusting wholeheartedly” and “being willing to entrust one’s life.” Seen that way, the phrase makes perfect sense.

In business, however, even leaders who fail to deliver results can become popular simply by being kind to their subordinates.

“That department’s performance is always poor, but the manager is a really nice person.”
“Oh really? I’d like to transfer to that department.”

That’s how it works.

When I analyzed one of my early-career bosses—someone who made me think, “If I stay under this person, I’ll probably go downhill”—through the lens of ASPIRE® behaviors, a clear pattern emerged:
They were a good person, but no results were produced under their leadership.

Aim. They do not set high or demanding goals.
For example, when subordinates complain about ambitious targets, they try to lower them as much as possible. A nice person.

Situation. They are unconcerned even when the situation becomes unclear.
For example, they warmly overlook a subordinate’s failure to report status and shield them from senior management so their negligence is not exposed. A nice person.

Plan. They do not mind poor-quality plans.
For example, even when a subordinate’s plan has obvious flaws, they smooth things over with senior management through clever talk. A nice person.

Inspire. They avoid talking about big dreams that might confuse subordinates.
They begin by explaining why things cannot be done and protect subordinates by avoiding excessive pressure. A nice person.

Reinforce. When subordinates struggle under a tight schedule, they extend deadlines.
Their relaxed attitude says, “Just do what you can.” A nice person.

Evaluate. They are always considerate and say things like, “You’re doing great!” even when nothing has been accomplished.
They avoid mentioning progress or results and never say anything uncomfortable. A nice person.

Leaders who fit this pattern cannot produce results.
By contrast, teams succeed—and subordinates grow—under leaders who set high goals (A), clearly share situations and plans (S and P), speak of dreams (I), encourage their people in difficult moments (R), and sincerely celebrate achievements when results are delivered (E).

In the military, in business, and in sports alike, subordinates are happy to follow leaders who practice ASPIRE® at a high level.