THE GIFT OF COMMAND

I. INTRODUCTION

For centuries, military leaders have directed their personnel, exposing them to
hostile conditions and even the certain risk of losing one's life, all in
function to fulfill the assigned task. How do they do it? How do they achieve
convince your staff to go to war? How is this achieved?
almost irrevocable loyalty?

A review of several leadership manuals from the different

Latin American war academies converge in a coincidental
conclusion: 12 Principles of Command Gift, these principles suggest
behaviors and actions that should be followed by leaders or
commanders in order to fulfill the objectives assigned to them in a
environment supported by the trust and loyalty of its personnel. These principles
are like a form of key that will allow for compliance compensation of the
Mission with the management of human capital.

To command, one must know how to impose will, but authority cannot
to impose oneself by force, coercion, or fear. If not, it is earned
with personal influence.

The art of commanding is the characteristic function of the officer, who must possess
command characteristics in order to execute their orders well.

In the police, the officer commands and the command is his job, for only he exercises it.
 II. DEVELOPMENT OF THE TOPIC

II.1. What is to command

To command is to make our own the mission that has been entrusted to us. We
we are responsible for the mission in which we will put all our
interest and enthusiasm, as if they were our own things.

To lead is to set an example by moving forward in times of greatest difficulty.

To send is to integrate into the group of people that we are assigned as a queue.

our drafts, where the Chief is the most important piece, where each
one will take their place, according to the assigned mission; where the Chief
will be immersed in the problems or difficulties that may arise in the
fulfillment of the mission.

To command is to ensure that subordinates are confident that we fight for their
interests, that we are addressing your requests, following your as-
aspirations, collaborating to achieve, and thereby solving their
problems, for which the Chief will spare no effort in achieving the good
common they pursue.

Sending; is listening; only those who listen will get to the bottom of the problem,

precondition for making correct decisions.

Leading is earning the group's trust and achieving harmony among them.
To command is to organize the resources, the people. It is to organize oneself.
properly planning your own work.

To command is to foresee, because the leader does not get ahead of events, it...
you will see difficulties later.

Send; it will be to act, carrying out all the aforementioned, because the
A boss who truly wants to honor that distinction must make an effort.
to address some difficulties, with intelligence, with skill and
understanding. The limitations that could surround all those who it
they collaborate, must be remedied, including those structures in which
are framed.

II.2. What is Not Sending

It's not about commanding when taking advantage of the benefits that the position provides.

avoiding his obligations as a superior.

It is not to command when one is in a position of privilege, that gives him

allow to comfortably forget all events, without doing
absolutely nothing.

It is not commanding when one earns the fear of their subordinates.

downloading all the mistreatment that we were previously victims of,
because of some bad boss.
It's not leadership when you make your collaborators suffer with the changes.
of a character derived from personal problems, whether with the wife,
with the children or relatives, with whom the subordinates have nothing to
see the discussions, where screams are downloaded; the attitudes
broken down and the incorrect words should stay at home.

It is not to Command, if it makes the most of the intrinsic values of those who
they collaborate with us, making them go unnoticed, relying on
they as columns, immobilizing them in inappropriate places. Such are
some of the incorrect attitudes we find in the exercise of
commands, attitudes that cover being selfish and not very intelligent, and that do not
They wish a good future to those who act this way.

II.3. Principles of the gift of command

The following is the compilation of the 12 Principles that

historically have governed the leadership of military personnel and that they could,
once adapted to our everyday life, provide us results
extraordinary.

KNOW YOUR WORK.

To understand their work, the boss must possess a broad field of

knowledge and constantly trying to improve them through study and
the experience. It is important that the methods and procedures of
organization, management, and training of the personnel should be understood.
For the knowledge of their work, the boss must possess an understanding.
clear about Human Relationships. Must have knowledge of the duties,
responsibilities and problems of their subordinates. They must be able to know

as much of his work as humanly possible to learn.

2. KNOW YOURSELF AND TAKE CARE OF YOUR OWN

IMPROVEMENT.

An objective self-analysis is the first requirement for the boss. This cannot
to lead another if one does not master oneself. It is not enough for the boss to just be
merely aware of its capabilities and 100 limitations. Once that
these have been determined, a sincere effort must be made to
retain and improve their abilities, eliminate their limitations and weaknesses.

3. GET TO KNOW YOUR PEOPLE AND CARE ABOUT THEIR WELL-BEING

THEY.

Through observation and personal contact, the Leader recognizes the

differences between individuals, and is better equipped to know how their
men will react in various circumstances. Knowledge and
Understanding how his men will act qualifies him for a job.
most effective of them. Through this knowledge, the Leader can
anticipate providing for their needs and gaining their trust, respect, and
cooperation, if it makes a sincere effort for its well-being.

4. MAINTAIN A SU TEAM GOOD INFORMED.

The members of the organization usually wish to know what they are going to
to do and how well they did once their task has been executed. The
the performer is much more effective when they understand their mission, the

situation and the objective of the task that has been assigned to him. The information

motivates men and empowers them to exercise greater initiative in

any situation that may arise. Being informed keeps away the
rumors.

5. GIVE THE EXAMPLE.

Do yourself what you expect from your men. These, in a way

instinctively, they make the behavior of their leaders the pattern of their own. Through

your example, you will be able to establish standards for your unit and
gaining the respect and spontaneous subordination of his men. If the boss
he has destroyed the mutual respect that should exist between him and his subordinates
There will be little opportunity for him to exercise his leadership ability.

6. ENSURE THAT THE TASK HAS BEEN UNDERSTOOD,

SUPERVISED AND COMPLIED.

Few tasks are properly accomplished if they have not been assigned.
clear and precise orders. It is not enough just to deliver the
orders. The manager must ensure that their orders have been
understood. Once the direction has been indicated, the chief must comply
the difficult task of supervision. One must exercise good judgment to avoid
too much or too little supervision. Should only interfere when it is
necessary, due to considerable errors. If the supervision is not carried out in
efficiently, there is a risk of constraining the subordinate and causing them to lose
trust.

7. TRAIN YOUR PEOPLE TO WORK AS A TEAM.

Teamwork is the key to the success of operations. Therefore,

It is the duty of every leader to develop teamwork. Starting with the
lower steps and progressing upward to the units
superiors; it will allow for an efficient and successful operation in your unit.

Make correct and timely decisions.

The ability to make decisions is based on the leader's capacity to

think in a logical and orderly manner. It requires a full understanding of the
situation and sufficient intellectual support that enables him to
recognize and evaluate all aspects of the circumstances they face.
A alert manager practices and makes objective estimates of all the
new or changing situations. It prepares to react quickly and
efficiently when circumstances require it.

9. SEEK RESPONSIBILITIES AND DEVELOP THE SENSE OF

RESPONSIBILITY AMONG HIS SUBORDINATES.

With the search for responsibilities, the leader trains in their profession.
and develops its potential ability. It must quickly take the initiative in
absence of instructions from the superiors. Through delegation
appropriate authority, the leader develops a sense of responsibility in
his subordinates. He must encourage initiative in them and, although often
they need supervision, it should not interfere with them except in case of being very

necessary.

10. EMPLOYEE AT HIS COMMAND ACCORDING TO HIS ABILITIES

The objectives assigned to him will be achieved if the efficiency and the
the team's morals are developed and maintained, and if the leader knows the
capabilities and limitations of themselves. The prudent practice in the assignment
of objectives, will stimulate confidence and the development of skills in the
team Sometimes, certain situations can cause the leader
demand more from your team than they can normally give. The
efficiency and morality will not be lost unless that practice becomes a
common procedure.

11. BE RESPONSIBLE FOR YOUR TEAM'S ACTIONS.

The leader is responsible for everything the team does or fails to do. It is
It's important for the boss to make an effort to ensure that his Unit does the
things in an acceptable manner, but must always take on the
their responsibility even if things don't go well. If the boss fails in
to assume this responsibility, his position and influence over his men
will be affected, and the chances of successfully achieving the mission will be
reduced.
Be firm, but fair.

In general, in service, the individual expects to be treated in a certain way.

firm. Firmness does not mean, in any way, a tyrannical treatment for
subordinates. As a firm requirement, there must be impartiality and justice
Such conduct is very effective in dealing with subordinates, but it demands
a lot of common sense and good judgment on the part of the boss.

You must avoid biases and the tendency to form a favorite group.

II.4.Personality of the person in charge of command

We understand personality as the set of qualities that, from

point of view of temperament, character, attitudes and opinions,
define the traits of conduct and the way to react. Personality
is subject to the influence of inheritance, to the footprint of the parents, of the
friends, the environment, school, etc., factors that will
slowly molding until it is completely defined.

II.5.The gift of command

The gift of command is defined as 'a person's ability to know how to delegate.'
to the right people at the right time, it also inspires confidence
and respect. Which can consequently turn him into a leader.
Sending is an art and it is not enough to practice it with instinct alone.
the less accented we have for it. It must be developed by knowing and
practicing the principles sanctioned by experience and advances of
the human sciences. There is a principle that we must consider as
fundamental and that must always be present in the mood of the chief or officer
that faces daily decision-making:

The will to overcome. We can reflect on that principle and

check his direct action in the roles of the officer as the formal responsible
of a unit. The will to overcome must be understood as the firm
purpose of fulfilling its mission and achieving the objectives that are set for it

assigned, whatever the situation may be, no matter how unfavorable it is.
It implies a total identification with the values of the institution.
 III. CONCLUSION

The gift of command refers to "the ability of people to express

authority, which is not synonymous with authoritarianism. It is linked to leadership.

Having leadership skills means being aware of one's position in a hierarchy.

to whom it is commanded.” He states: “When that gift is exercised with arrogance,

with overpowering, it generates the rejection of others.

This is contrary to the feelings that a leader can inspire.

that acts by recognizing the abilities and limitations of others,
respecting their criteria, although I do not share them.

The gift of command, formerly recognized as power and strength

exercised in front of others to achieve a person's aspirations or
company, has been replaced by effective leadership models that
currently cultivated.

Practicing empathy, tact, courtesy, and of course, knowledge, the

A leader motivates the team's actions without needing to raise their voice or...
to trample on any subordinate.

In an increasingly global and round world, in one way or another everything

the world is vulnerable to the 'gift of command' or efficient leadership. Within or

outside the home, in any space where you move, you are susceptible
to decisions or mandates of seconds and be careful if of thirds.
Therefore, each person, from their own perspective, presents considerations on this.

aspect.
There are people who believe they have a gift of leadership because they are feared, but it consists

in that others follow your guidelines because of your ability and the respect they have for you.

you inspire.

The gift of command is a talent in which you ask and they obey without having to

the need to use authority, rather you demonstrate the ability to

achieve the goals.” It is the ease of exerting some pressure on others or
"to direct them towards certain ends." Meanwhile, lawyer Yomaira Caba
think that the gift of command "is the ability that some people have
to effectively manage human resources to focus them on the
achievement of concrete objectives satisfactorily for all.

It is a mix of conveying the vision, delegating responsibilities, and

supervise them very closely in order to guide people correctly
until ensuring that everything is moving towards success,” which, in his view
applies at the family, professional, and personal levels.

The command is an attribute of power, which implies thecapacityto impose their

decisions about who exercises authority over whom must obey. It implies
there is always the existence of a counterpart. No one can have authority if not
There exists someone or some people who must accept the orders given by someone.

send.
 BIBLIOGRAPHY

. ANDREWS K. and Ansoff I. Principles of Leadership

2005
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Political Training, Mexico City, 2005.
. HALL, Richard. Leadership in Police Organizations and
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. HERMIDA J. et al. Leadership and Management, Macchi, B.A., 2002.
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Hill: Mexico.2000
. NATIONAL POLICE. Command and Operations Direction. Project.
La Paz - Bolivia.
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Bolivia. 1987.
. STONER, FREEMAN AND GILBERT. Management. Prentice-Hall
Hispanoamérica, S.A.: Mexico. 1996.
. ZAVALA MENDIETA, Rene. The art of commanding and obeying. La Paz,
Bolivia. May 1998.
 THE GIFT OF COMMAND

INDEX

I. INTRODUCTION

II. DEVELOPMENT OF THE TOPIC

2.1. What is to command

2.2. What is Not Sending

2.3. Principles of Command
2.4. Personality of the person in charge of command

2.5. The gift of command

III. CONCLUSION

BIBLIOGRAPHY