A few last bullet points to wrap up this topic.
Have a right-hand man
The most important person on your staff is the Director of Operations. He must be “inside your head.” The relationship must be very close, very functional.
Recognize and reward excellence
Be sure you recognize deserving individuals with the appropriate awards. Hold periodic gatherings to honor them publicly for outstanding performance.
Never humiliate, offer constructive criticism
Never take a subordinate to the woodshed in front of others; do that in private.
Accept Responsibility for your unit as a family
When a member of a unit (military or non-military) loses their life, or when a member has a death in the family, the leader must take sincere action in expressing personal condolences, sympathy—and any other action as may be appropriate considering the circumstances. You do whatever you can to ease the men’s grief in the combat zone and for the next-of-kin back home; to help morale; to help reduce the shock and terrible truth of it all.
That was my situation in late November 1965 after the X-Ray Battle. We were a military family team – now shot through with grief; yet vulnerable to being sent back into battle – which we were within a month.
Focus on fitness (Military)
No fat troops or officers.
Encourage your team to come to you with problems/ideas/etc.
Conduct events to enhance Unit Cohesion.