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Where do you want to go to dinner tonight?

Oh, it doesnt matter. You choose.
It doesnt matter to me...youre sure you dont have any ideas?
No, anything is good, its up to you.

By way of personal experience or simple familiarity with the humor around it, most
readers will not find the above conversation foreign. Strange that even such a simple
decision in life might provoke such anxiety or hesitancy! What is it that renders us so
incapable of decisive action? I suggest one plausible answer for your consideration: fear.
Perhaps your choice isnt what the other really wants. Maybe they react negatively, and a
pall is cast over the evening. If this is the case, imagine then that the consequences of the
decision at hand might impact dozens, hundreds, thousands of individuals! As a leader, being
fully responsible for and aware of the ramifications of decisions is a tremendous weight to
bear.
EVIDENCE
It is only sensible then that a leadership program would emphasize a competency in
this area; the MAiL program identifies Principled Decision Maker as a key characteristic of
its graduates.

First and foremost, an individual worth of such a label makes decisions! The

principled decision maker shoulders responsibility for a decision, confronts and overcomes
the fear that accompanies difficult choices, and directs his or her self and organization with
unwavering commitment. This individual discerns the factors that influence a decision, large
and small, and addresses each according to its relative merit. More importantly still, the
decision maker acts in harmony with principle; that is, decisions are not guided by personal

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desire nor irrelevant and untruthful context. Rather, they draw potency from their foundation
in careful analysis of relevant inputs, responsible collaboration, and adherence to objectivity.
INTERPRETATION
Coming into the MAiL program, I would not have emphasized the importance of the
principled component of principled decision maker. It seemed enough that a leadership
program should be concerned with decisive action. The great danger that arises from
authority and ability to implement decisions without principled decision making as a
forerunner is what Keith explains to us in Servant Leadership as he discusses the power
model, saying that it is based on deceit, cunning, treachery, and conquest, all for personal
gain (p. 22)., and, ...not really concerned with [right and wrong behavior](p. 22). At its
core, the typical power model is concerned solely with the individual. As I have journeyed
through the program, however, the individual has been found wanting. It turns out that
leadership is not a solitary discipline. It involves bringing others into the fold, motivating
them to be an active part of a group and soliciting their input for decision making. Even just
being in class and hearing perspectives presented by other students has helped adjust my
thinking in this area.
The two aspects of principled decision making that Ive grown most in are the
definition of my own principles and an understanding of the importance of perspective. At
some point, principle relates to a personal value system, a core of the individual that guides
the related decision making. While everybody acts on these principles, it is only by achieving
a certain level of self-awareness (via discussion, reflection, experience, introspection) that
one is able to clearly identify the principles by which he or she acts. Doing so allows for
change; one cannot redefine or solidify principles without an understanding of what they
already are and what they should be.

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But how does one begin to engage in redefining principles? I believe the beginning of
the answer is exposure to new perspective. Listening to classmates present opinions, stories,
and ideas that arent congruent with my personal narrative or set of principles has been
challenging. The temptation is to dismiss their experience out of hand. However, a
deliberate disciplining of self, intentionally giving validity to their words and striving to view
the topic through the lens of their experience and person has made several perspectives that I
previously rejected understandable, if not compelling. Additionally, assuming a positive
attitude towards the potential of perspective change is key. Our attitudes and willingness to
engage in new experience is often prophetic; believing that there is nothing to learn and no
benefit to be had is too often self-fulfilling. Continuing to enter into classrooms where I
know discomfort and challenge awaits has led to much personal growth in enjoying and
understanding foreign perspective and worldview.
APPLICATION
The artifact that most strongly indicates an internalization of the Principled Decision
Maker competency is a leadership experience from the ROTC program. At the time I was in
the middle of a leadership rotation as the commanding officer of the company, responsible for
everything that did or did not happen within the Military Science class. During this rotation,
a book review was coming due, with certain cadets scheduled to present on two consecutive
Fridays. The presentations had been scheduled over a month before, and had already been
pushed back once. The Wednesday before he was slated to present, a cadet contacted me
with a request for another extension; he had not read his book yet and would not have time to
prepare.
Several thoughts bear mentioning: First, the cadet had a history of underperforming,
and was near disenrollment. Another failure might end his ROTC career. Second, if he was
to fail, the circumstances would come out sooner or later and identify me as the individual

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who had not extended his deadline. Third, other cadets who had expressed desire for an
extension and were denied would be watching; if I granted his, I would have to grant theirs.
Finally, I had a chance to generate tremendous goodwill with those cadets who wanted an
extension. As a fairly new cadet trying to find a place in the program, that was not an
insignificant consideration.
Rebuffed after approaching our instructor hoping for an answer, I was left to make the
following decision: the cadet would still be responsible for having his presentation materials
ready on the assigned day. However, he would be moved into the last presentation time slot
for that day. Should we be unable to make it through the other presentations before class was
over (as is often the case), he would be spared presenting. The decision served several
purposes. It provided a solution that put some power back into his hands; he could come
prepared, or gamble (with some confidence) that we would run out of time. Additionally, it
sent a message to him and the rest of the class about responsibility, that we would be held to
our commitments. While the initial feedback from him and few other cadets was negative, it
set a precedent for what could be expected of my behavior and expected of program
leadership in the future.
In my personal life, where, how, and with whom I choose to spend my time has been
indicative of continued practice with principled decision making. I have powerful tendencies
towards laziness and comfort-seeking. This manifests itself in difficulty eating healthily,
exercising regularly, working diligently on assignments, engaging in spiritual disciplines,
avoiding destructive habits, and seeking growth opportunities (as they are often accompanied
by some discomfort). For the majority of my life Ive managed to achieve at a moderate
level, suppressing my weaknesses enough to avoid irrecoverable harm and enjoy some level
of success. During that time, I was satisfied with mediocrity and didnt see an incongruence
between my lifestyle and my goals. With the purpose of aligning these, Ive readjusted,

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acquired, or discarded several habits in the past year. Most importantly, my church
attendance has risen and stabilized. Ive found a local church to attend weekly, and have
become involved in their small groups program. Doing so requires me to sacrifice sleeping in
and forces me to meet new people and engage in relationship-building, but it also provides a
community of faith by which I might be surrounded and supported in righteousness.
Secondly, Ive taken steps to minimize time wasted. By deleting website accounts and
removing time-waster software from the computer, Ive recaptured hours of time each day
that are better spent on productive activities. Finally, Ive begun reaching outside of myself
to be in communication with friends and family, rather than focusing entirely on self-reliance.
Doing so has been grossly humbling! Admitting failure or weakness, expressing the concerns
of my deepest heart, seeking wise advice and being willing to listen all stretch me to the
limits of what discomfort I want to tolerate. However, petitioning their various intellectual,
emotional, and spiritual expertise has brought with it fresh patterns of thought, new ability,
and desire to continue to involve others in the way I live.
CREATION
The best way to continue developing my ability to act as a principled decision maker
is to continue being involved in communities of faith. Not only do the varied and wise inputs
that can be found in such speak into personal growth, the personal change then impacts how I
act professionally. Being tied to external influences helps safeguard against my tendency to
withdraw and believe my own experience and perspective is sufficient. Moving frequently
with the Army will require an active effort to ensure this tactic is successful. Primarily, I will
seek out a church at each duty station to be involved in. The fact that I will reside in one
place for only a year or two at a time is not an argument for lack of interaction; one or two
years may not be much to work with, but it certainly is a tremendous amount of time if its
wasted.

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My second goal for continued practice is to seek out situations and experiences that
produce a discomfort borne of a conflict of perspective. There is little personal growth and
refining of principle to be had among a community that is identical in patterns of thought,
personal narrative, and expected behavior.

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WORKS CITED
Keith, K. M. (2008). The case for servant leadership (2nd ed.). Terrace Press.