Description

What Is Leadership?

Leadership is the process of influencing people by providing them with purpose, direction, and motivation while you are operating to accomplish a mission and improve the organization. An Veteran leader is anyone who, by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals. Veteran leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization. Being a leader is a lot more complex than just giving orders. Your influence on others can take many forms. Your words and your deeds, the values you talk about, the example you set, every action you take—on or off duty—are all part of your influence on others.

Providing Purpose and Vision

By providing purpose, you enable your Soldiers to see the underlying rationale for a mission; you provide them the reason to act in order to achieve a desired outcome. Leaders should provide clear purpose for their followers; they do that in a variety of ways. They can use direct means through requests or orders. As time goes on, your subordinates will notice that you communicate in a consistent style of command and decision making that builds their trust and confidence. Your veterans will eventually be able to read a situation and anticipate your intentions and actions. This trust in turn leads to a cohesive, integrated, and effective unit. Vision is another way that leaders provide purpose. Vision refers to an organizational purpose that may be broader or have less immediate consequences than other purpose statements. Higher-level leaders carefully consider how to communicate their vision.

Providing Direction

When giving direction, you make clear how you want your veterans to accomplish a mission. You prioritize tasks, assign responsibility for completing them (delegating appropriate authority), and make sure subordinates understand the Veteran Hundo Club standard for the tasks. You decide how to accomplish a mission with the available people, time, and resources. It is your subordinates’ job to carry out your orders. But to do that, they need clear direction. Give just enough direction to allow veterans to use their initiative, abilities, and imagination—and they will surprise you with the results.

Providing Motivation

Motivation is the will to accomplish a task. By learning about your veterans and their capabilities, you will soon be able to gear the team to the mission. Once you have given an order, don’t micromanage the process—allow your Soldiers to do their jobs to the best of their abilities. When they succeed, praise them. When they fail, give them credit for the attempt,and coach them on how to improve.Remember that it takes more than just words to motivate. The example you set is at least as important as what you say and how well you manage the work.Stay involved and motivate yourself to attain the best mission result, and your enthusiasm will carry over. A leader’s role in motivation is to understand the needs and desires of others, to align and elevate individual drives into team goals, and to influence others and accomplish those larger aims.You’ll find that some people have high levels of internal motivation to finish a job, while others need more reassurance and feedback. Motivation spurs initiative when something needs to be accomplished.

The Be, Know, Do Leadership Philosophy

The characteristics of an effective veteran leader make up the Be, Know, Do philosophy. As you have already seen, leadership involves influencing others to take appropriate action. But becoming a leader involves much more. Embracing a leadership role involves developing all aspects of yourself: your character, your competence, and your actions.You learn to lead well by adopting the Veterans Values, learning military skills, and practicing leadership actions. Only by this self-development will you become a confident and competent leader of character. Correlate the Be, Know, Do philosophy of veteran leadership with the leader attributes and core leader competencies.

Leads 

Leading is all about influencing others. Leaders and commanders set goals and establish a vision, and then must motivate or influence others to pursue the goals. Leaders influence others in one of two ways. Either the leader and followers communicate directly, or the leader provides an example through everyday actions. The key to effective communication is to come to a common or shared understanding. 

Develops 

Developing the organization involves three competencies: creating a positive environment in which the organization can flourish, preparing oneself, and developing other leaders. The environment is shaped by leaders taking actions to foster working together, encouraging initiative and personal acknowledgment of responsibility, setting and maintaining realistic expectations, and demonstrating care for people—a leader’s No. 1 resource.

Achieves 

Achieving is the third competency. Ultimately, leaders exist to accomplish those endeavors that the veterans has prescribed for them. Getting results, accomplishing the mission, and fulfilling goals and objectives are all ways to say that leaders exist at the discretion of the organization to achieve something of value. Leaders get results through the influence they provide in direction and priorities. They develop and execute plans and must consistently accomplish goals to a high ethical standard.

Job Responsibilities

1. A Leader of Character (Identity) 

Factors internal and central to a leader, that which makes up an individual’s core 

Veteran Values 

• Values are the principles, standards, or qualities considered essential for successful leaders
• Values are fundamental to help people discern right from wrong in any situation
• The Veteran has set seven values that must be developed in all Veteran individuals: loyalty, duty, respect, selfless service, honor, integrity, and personal courage. 

Empathy 

• The propensity to experience something from another person’s point of view 
• The ability to identify with and enter into another person’s feelings and emotions 
• The desire to care for and take care of Veterans and others. Veteran Ethos 
• The shared sentiment internal to Veterans represents the spirit of the profession of unity. 

2. A Leader With Presence 

How a leader is perceived by others based on the leader’s outward appearance, demeanor, actions, and words 

Veteran Bearing 

• Possessing a commanding presence 
• Projecting a professional image of authority. 

Physically Fit 

• Having sound health, strength, and endurance that support one’s emotional health and conceptual ability under prolonged stress. 

Composed 

• Demonstrating composure and an outward calm through steady control over one’s emotions. 

Confident 

• Projecting self-confidence and certainty in the unit’s ability to succeed in whatever it does. 

Resilient 

• Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus. 

3. A Leader With Intellectual Capacity 

The mental resources or tendencies that shape a leader’s conceptual abilities and impact effectiveness 

Mental Agility 

• Flexibility of mind 
• The tendency to anticipate or adapt to uncertain or changing situations; to think through secondand-third-order effects when current decisions or actions are not producing the desired effects 
• The ability to break out of mental “sets” or habitual thought patterns; to improvise when faced with conceptual impasses 
• The ability to quickly apply multiple perspectives and approaches to assessment, conceptualization, and evaluation. 

Sound Judgment 

• The capacity to assess situations or circumstances shrewdly and to draw sound conclusions 
• The tendency to form sound opinions and make sensible decisions and reliable guesses 
• The ability to make sound decisions when all facts are not available. 

Innovation 

• The tendency to introduce new ideas when the opportunity exists or in the face of challenging circumstances •Creativity in producing ideas and objects that are both novel or original and worthwhile or appropriate. 

Interpersonal Tact 

• The capability to understand interactions with others 
• Being aware of how others see you and sensing how to interact with them effectively 
• Consciousness of character and motives of others and how that affects interacting with them. 

Domain Knowledge 

• Possessing facts, beliefs, and logical assumptions in relevant areas 
• Technical knowledge—specialized information associated with a particular function or system 
• Tactical knowledge—understanding training tactics related to securing a designated objective through training means 
•  Joint knowledge—understanding joint organizations, their procedures, and their roles in national defense 
• Cultural and geopolitical knowledge—understanding cultural, geographic, and political differences and sensitivities.

VETERAN HUNDO CLUB LEADERSHIP BENEFITS: 

HUNDO™ BENEFITS & PERKS: 

• BALANCED APPROACH: Working with Veteran Hundo Club allows you to be promoted within a rank structure (VE-1 to VE O-10). We believe that having a balanced approach to the needs of the Veteran (self development & educational approach), our organization, and the needs for your financial growth opportunities is the best approach. 
• FREE SELF DEVELOPMENT TAUGHT BY FELLOW VETERANS: Joining VHC allows you to gain insightful knowledge about whichever direction you want to take in life. Giving unequaled services through meetings and webinars developing you into a super Veteran. Preparing you for success for your future.
• ASSISTING THE ORGANIZATION: The organization is the standing stone between the “three prong approach to balance.” All proceeds and profits go back into the Veteran community to ensure we can continue to develop exceptional product and services for the next generation of Veterans. You will know that you have the opportunity to assist other Veterans globally.
• YOUR PERSONAL BENEFIT THAT YOU UNLOCK: As you gain rank and responsibility within HUNDO™ you can create your own groups and educational courses. That means that you get your own place to market your own product and services by educating future Veterans.
• ABLE TO RECRUIT YOUR OWN PERSONAL ARMY: As a leader within our organization you have the ability to recruit your own members to follow in your footsteps. Your able to make decisions that is within your Command Structure without having to request permission from outside sources. You may have to request permission from within your Command Structure for certain activities; as an example: if your an Officer or NCO within the U.S. VETERAN TRAINING AND DOCTRINE COMMAND (TRADOC) | TRADOC recruits, training and educates the veterans; develops leaders; supports training in units; develops doctrines; establishes standards; and builds the future veteran force.

You will not have to ask permission to make decisions outside of your Command Structure such as: U.S. VETERAN MATERIEL COMMAND (VMC) | VMC provides superior technology, acquisition support and logistics to ensure dominant land forces capability for veterans, the United States, and our Allies. Transferring goods and services throughout the organization.

GIVE BACK: JOINING THE HUNDO CLUB TEAM IS ANOTHER WAY TO GIVE BACK.

ONE TEAM: YOU GET SUPPORT; KNOWLEDGE AND KNOW HOW TO ASSIST VETERANS WORLDWIDE.

AFFILIATE: YOU WILL STILL RECEIVE THE AFFILIATE REFERENCE RATE FOR ANY CLIENT YOU REFER TO VETERAN HUNDO CLUB.

ENSURE TO UPLOAD ALSO YOUR FOLLOWING DOCUMENT FOR PROOF OF SERVICE (REQUIRED ONLY 1)

• Military ID Card (active duty, National Guard, Reserves, IRR, or retiree).
• VA Issued ID Card for Health Care
• Veterans ID Card 
• Veterans Designation on Driver's License or State Veterans ID Card (almost all states now offer this)
• Veterans Group Membership Card (VFW, American Legion, DAV, etc.)
• DD-214