The General

It’s easy for younger generations to cast old-guard mentalities in a negative light. We’ve been doing it for centuries. The General weathers such criticisms with the knowing stoicism of someone who has seen it all a thousand times before and come out unscathed. Generals are the master tacticians of edleadership, deploying resources where they will be best utilized and seeing projects through to completion before moving on to the next task.

The General may not have time for matrix org charts or 360-degree feedback loops, but if the alternative is a consistent workplace, a stable learning environment, and a culture of accountability, is that really such a bad thing? Generals are finely attuned to the strengths and opportunities of their people and structures. They will, whenever possible, put staff and students in a position to succeed, but with the implicit expectation that everyone else will hold up their ends of the bargain.

Generals expect commitment, effort, and loyalty from those around them. The sound of excuses will be like nails on a chalkboard. People who enjoy clarity and order will appreciate working with a General—what you see is what you get. For those who come from more chaotic environments or who prefer to know where they stand, the General’s leadership style will be a breath of fresh air.

Generals are not opposed to innovation, but they will not tolerate chaos. “Proper channels” are important, not for the sake of bureaucracy, but because the General trusts his or her leadership team and has set up hierarchies based on an intentional system of checks and balances.
 

What the kids see

Make no mistake, the General genuinely wants what’s best for kids—that is the underlying motive behind everything this leader has built. To the students, the General will be perceived as a strong authority figure who accepts no nonsense in behavioral matters. The General’s emphasis on accountability will typically lead to a no-excuses culture in which students are held to high standards without a lot of coddling.
 

Potential pitfalls

The General is not an ideal leader for those who place a high priority on change and empowerment. The General’s penchant for micromanaging (either direct or as a result of trickle-down pressure) is a double-edged sword—on the one hand, it results in consistency and discipline throughout the district; on the other, it can alienate those who prefer a more hands-off leadership style.

Generals are at their best when they adhere to a “defined autonomy” environment, using their strategic experience to craft a strong, clearly defined framework, then giving each successive layer of leadership the freedom to achieve their own objectives within said framework.

Learn about the other types: