by Major Colin A. Sexton
In J.R.R. Tolkien’s The Lord of the Rings, the brothers Boromir and Faramir of Gondor embody contrasting responses to power, purpose, and personal ambition. Their story is not just a subplot in a fantastical epic; it is a moral compass for any leader who stands at the crossroads of ambition and integrity. For military officers, especially those in mid-career navigating promotions and command positions, their tale offers timely insights and warnings.
Boromir is the elder son, strong and bold, whose valor is matched by his pride. He seeks to protect Gondor, but he also seeks glory. When the Fellowship of the Ring is formed, he joins with noble intent, but his desire to wield the One Ring “for good,” to use its power to defend his city, blinds him to its corrupting influence. Boromir believes he can harness the Ring without being mastered by it. His tragic fall is not because he was evil, but because he was proud. His desire to save Gondor becomes inseparable from his desire to be seen as Gondor’s savior.
Faramir, by contrast, is quieter and more introspective. He, too, loves Gondor and feels the weight of responsibility, but he resists the lure of the Ring. In The Two Towers, when Frodo offers it to him freely, Faramir refuses: “I would not take this thing, if it lay by the highway.” His strength lies not in arms but in wisdom. He understands that some powers are not meant to be wielded, and that true leadership is not domination but stewardship. Where Boromir sought the Ring to prove his worth, Faramir proved his worth by walking away from it.
In today’s military, many officers find themselves in positions akin to Boromir: driven, competent, and hungry to serve, but also subject to the temptation of prestige, promotion, and positional authority. The system often rewards visible success, check-the-box assignments, and quantifiable results. This reality can nudge leaders to pursue evaluations in jobs they don’t want or chase titles in organizations they aren’t prepared to lead. The desire to advance can mutate into a compulsion to be seen advancing.
Like Boromir, the danger isn’t in the ambition itself; it’s in how that ambition aligns with or strays from one’s deeper sense of purpose. Boromir believed he was doing what was best for Gondor, but he conflated Gondor’s needs with his personal ascendancy. Likewise, officers must constantly ask themselves: Is this assignment about serving the mission or serving my record? Am I seeking command because I am ready to lead others, or because I want to be seen as one who leads?
The story of the Ring is a meditation on power: its seduction, its distortion, and its cost. Tolkien makes it clear that even good men fall when they assume they are immune to corruption. Power, especially when acquired prematurely or for the wrong reasons, doesn’t just reveal character; it tests it. In the military, positional authority can be intoxicating. It is easy to believe one’s rank justifies one’s decisions. But leadership requires more than authority; it demands humility, self-awareness, and moral clarity.
Officers must be cautious when evaluating their motivations. The “Ring” in our world may be the allure of command, the influence of an operations officer billet at a joint headquarters, or the political capital of a high-profile evaluation. These things, like the Ring, can be used to do good. But they can also warp the soul if pursued without wisdom or self-restraint.
Faramir teaches us that declining power can be the greatest show of strength. He reminds us that not all battles are won on the battlefield, and not all leadership requires an official command. He is the model of the officer who understands that values must temper ambition. His resistance to the Ring is not a weakness; it is proof that he is the leader Gondor needs.
Mid-grade officers, especially those in transition or on the cusp of major career decisions, must take heed. Do not chase assignments solely for the prestige they bring. Do not wear leadership as a mantle, but carry it as a burden. Ask yourself hard questions. Pursue the mission, not the medal. Be ready for the job before you want the title. And when offered a “Ring,” remember: the greatest leaders may be those who refuse to wear it.
At the time of publication, Major Colin Sexton serves as the Executive Officer for Headquarters and Headquarters Battalion, 8th U.S. Army, located at Camp Humphreys, South Korea. He is an Engineer Officer by trade, with assignment experiences ranging from the tactical to theater strategic and direct reporting units to the Headquarters Department of the Army. He has held duty positions as both an Infantry and Logistics Officer in addition to Engineer assignments.
