Darrell Seale on Leadership: Lessons From the Air Force and Lockheed Martin
Darrell Seale spent eight years as a U.S. Air Force officer before moving into the defense industry, where he went on to lead programs and international business for Lockheed Martin. In this 2013 interview, given while he was an International Program Director at Lockheed Martin, he talked about what shaped him as a leader, the mistakes he sees managers make, and the lessons he would pass on. The interview has been lightly edited for clarity.
How Darrell Seale found leadership
What would you say was the key motivator to getting you where you are today? Was this something you recognized early on?
When I first started college, my mind was initially set on finding a job as an engineer for a well-known company. I didn’t want my parents to have to pay for my education, so I sought out a scholarship and ended up receiving an Air Force ROTC scholarship for a full ride. Thankfully, the scholarship didn’t come with a first-year commitment, because even though my father was an officer in the Air Force, I had no desire to join. After my first year, however, I began to realize about myself a strong desire and enjoyment in leading others. It was absolutely something I discovered when I wasn’t expecting to. From that point on, I looked for more and more positions and opportunities that honed in on leading others, which led me to where I am now.
What previous jobs have you held? How did you start off?
I started my career as an engineer for the United States Air Force, which led me to the position of program manager. From there, I spent eight years as an officer before leaving the Air Force to work for multiple defense companies as a program manager. Most recently, I am the International Program Director at Lockheed Martin, leading a portfolio of several programs and program managers.
In what ways do you feel your military experience has contributed to your idea of leadership?
The military focuses on leadership amongst your group, versus the business world, which teaches you more on how to manage your group. For me, getting people to want to do a good job and want to tackle the hard problems is something military leaders have to do every day when they convince troops to risk their lives. What I’ve seen in the business world are managers constantly trying to force their employees into completing tasks, which usually originates from the manager not being able to show their employee the meaning and impact their work has on the team’s performance.
What makes a leader
What is your definition of a leader? What are their characteristics?
A leader, above all, does what’s right. Right, wrong, or indifferent, at the end of the day, if you’re able to maintain your judgment and character as a positive influence on your team no matter the situation, you’ve done your job. Leaders must inspire the team to want to get the job done and reflect on their own ability when a team member falters. A good leader will take all the blame and give the team all the credit.
What are the characteristics that make up a poor leader?
A poor leader micromanages. She or he doesn’t trust the team to lead in the ways they themselves have taught them, which can be a major disservice to their potential. Poor leaders always tell their team what to do and how to do it, instead of making clear what you want accomplished and letting them surprise you with their ingenuity.
Do you change your leadership style based on your audience? Why?
Yes, I do. A good leader will adapt their style to each individual situation, in my opinion. There are times when a “command and control” leadership style may be required, and there are other times when a fully collaborative style may be appropriate. It’s the leader’s job to figure out when to use each effectively.
What are the most common mistakes that you see today’s managers make?
The most common mistake I see today’s managers make is that they think they have all the right answers. They don’t spend enough time on the “soft skills”: inspiring the team, showing interest in the person and not just the employee, getting their opinions on how to solve a problem. Managers will look too aggressively at a problem and forget to look beyond and around it, getting the full 360-degree view. So when I ask a question outside the realm of their task, they’re unable to help and now have to go back and reanalyze it.
Do you believe leaders are “born” or “made”?
While I agree some people have the characteristics that will naturally put them in a position of leadership, I believe that effective leaders undergo a certain kind of upbringing that makes them who they are.
Lessons learned
What are the three most important leadership lessons you have learned?
- Believe in your team and trust your team.
- Take care of your team.
- Inspire your team with vision and support.
Do you have an example of a time you learned from failure?
Several years ago, I led a team that ran into an issue regarding the quality of our product for a customer we were meeting with that same day. I made the decision to go into “crisis command and control” mode and ended up telling my team exactly what to do and how to do it in order to fix the problem. After the team worked the issues and returned, several members mentioned a different and more effective way of approaching the problem. We were now four hours into the issue when I realized I should have allowed the opinions of my team members to affect my decision on the course of action. This was when I realized that just because you’re designated the “leader,” that doesn’t mean you’ll always have the right answers.
What do you find most personally rewarding and satisfying?
A truly satisfying moment for me is when one of my team members is rewarded, promoted or highly successful on their own. I would compare it to being a proud parent. No one likes to watch their teammates falter, so naturally when one achieves an accomplishment, I am equally as proud.
What do you think your employees like most about you?
I think my employees enjoy the fact that I strive to support them in most, if not all, situations. My goal as a leader is to help develop my team into the contributor they want to be, not what the company wants them to be. I believe they appreciate that I respect and value their opinions as significant contributors to the end results. I also always try to remind them of their impact on the bigger picture, to keep a sense of what’s important and motivate their drive.
What advice would you give to people just beginning their careers?
Learn from every single leader you come in contact with, good or bad. You can learn just as much from a poor leader as you can from a good one. Be willing to take a risk and put yourself out there to test your leadership skills. See what works and what doesn’t. Many people think they know what they want but aren’t willing to take the risk of failure, and that in itself is a disservice to your potential.
About Darrell Seale
Darrell Seale is a U.S. Air Force veteran, retired Lockheed Martin international business executive, nonprofit co-founder and PADI/SDI scuba instructor based in Abu Dhabi, UAE, and Trophy Club, Texas. Read more on his profile and at darrellseale.com.