by Joe Anderson, Featured Contributor
AS A LEADER, you can’t ask an employee to do something you wouldn’t be willing to do.
When I was a U. S. Marine, both as an enlisted Marine and an Officer, a fundamental element of leadership was that leaders lead from the front, not from behind. If you’re going to ask a young PFC to lead on point, then you should be right there with him. If not there, he should know that you have been there. 
Showing that you care for your people and are willing to share their hardship builds trust and camaraderie between the leader and those they lead.
As a business leader, I found that far too many “leaders” led from their desk and had no idea about what their folks were doing or how they did it. A practice I implemented in the companies I’ve led was leading by wandering around, taking the time to sit with folks in their work area, learn what they did, how they did it and why. It seemed odd to new teams at first, wondering why I spent so much time away from my desk. My response was simple, my job is to lead and you lead from the front. If I ask you to do something, I should be willing to be a partner in understanding what you are doing, how you are doing it and what you face.
The practice served me well. I have never had filters between my employees and me, which has allowed me to be very connected to them, their work and their challenges.
Editor’s Note: This Essay was originally published on Trust Across America and is featured here with permission.
