by John Geracitano
Sixteen years ago, I was a struggling lieutenant—well-meaning but clueless. Despite caring deeply about my unit’s success, its soldiers, and my leadership role, I couldn’t grasp the “big picture.” Navigating the many demands of being a new leader in a high-expectation organization left me floundering. Now, as a crusty Major with a highlight reel of mistakes, I’ve looked back on those early days and found three lessons I wish I’d learned sooner.
Lesson 1: You don’t have much time.
Starting a new job, whether as a platoon leader (PL) or on specialty staff, feels like a race against time. With just 12-18 months—sometimes as little as nine—you must learn, adapt, and lead in a challenging environment while striving to make a difference. If you don’t take deliberate steps to assess, plan, implement, and refine improvements within the scope of your responsibility, you risk missing the chance to effect meaningful change. This applies to collective and individual tasks, including the personal and professional development of the people you lead.
One of my biggest regrets as a PL was overlooking my soldiers’ individual growth. For many junior soldiers who served only a few years, I was one of the few Army leaders they would ever know. Looking back, I see how much potential I had to positively influence their lives—an opportunity I didn’t fully appreciate.
Every leader’s objectives will differ depending on the role, but one constant remains: your job is to add value to the organization. Success requires careful evaluation and collaboration, so I’ve outlined a timeline for your first two months on the job. Any less time is insufficient for understanding the environment, and any longer risks missing your window to drive change. Time moves fast, and you may have only one year to leave a lasting impact.
A 60-day Framework
Listen and observe (30 days before assuming the position): Your first month should be about understanding your unit’s readiness, morale, and overall dynamics. Focus on building relationships both inside and outside the organization. Don’t rely solely on your predecessor’s briefing slides or opinions—conduct your own assessments. Soon, the unit’s performance, good or bad, will be your responsibility.
As you conduct property inventories (or other activities), dedicate each day to a specific focus area, such as physical training or maintenance. Engage with everyone involved. Take notes on who you meet, their contact information, and key conversation points. At the end of each day, reflect on what you’ve learned, refine your notes into actionable items, and prepare for the next day. Include your enlisted partner in this process whenever possible—their experience and perspective are invaluable.
Using this approach will establish connections with the people who matter most, while showing that you genuinely care about the unit and its success. This process builds trust and sets the tone for your commitment to the organization and its people.
Co-design the Plan (Day 0-15): Work with senior noncommissioned officers (NCOs) and leadership to create a comprehensive improvement plan focused on collective and individual growth. Keep the plan simple and focused, highlighting one or two key priorities for each line of effort (LOE). For each LOE, include the current status, how progress will be measured (data sources, quantitative or qualitative methods), the steps to improvement, and how you’ll track results. Remember, “You can’t manage what you can’t measure.”
Once the plan is complete, have someone you trust review it to ensure it makes sense and is practical. After refining the details, schedule a deskside briefing with key leaders—such as your commander or first sergeant—to present the plan, gather feedback, and secure approval. Provide a read-ahead document with the plan and key talking points at least 24 hours before the meeting. Keep the briefing concise and focused, lasting no longer than 30 minutes. This ensures you have your leaders’ attention while demonstrating your preparation and commitment to achieving meaningful results.
Implement and Refine (Day 16-60): Share your findings and the plan with everyone involved, such as your platoon, ensuring they understand the way forward. Since much of the plan focuses on goals like fitness, academics, or personal growth, most will already be familiar with their part. Begin implementing the strategy and regularly review progress against the established benchmarks. Use simple, efficient methods to track progress, such as a shared online document, a whiteboard in a common area, or regular check-ins with first-line supervisors. These tools will help you monitor metrics without adding unnecessary complexity. As day 60 approaches, prepare an update briefing for your leadership team using the same clear and concise format as your initial brief. This will ensure alignment, showcase progress, and provide an opportunity to refine the plan further.
Sustaining Momentum (Day 61 and beyond): Many military programs start strong but lose steam over time. To keep the momentum alive, use forcing functions like monthly counseling sessions to track individual progress, and monthly leadership briefings to highlight collective achievements and areas for improvement. Keep executing and refining the plan until it’s time to transition to your next role.
Two things to remember: First, this process is a guide to help you approach the initial months of a new position with structure and intention. It provides a deliberate methodology for navigating what might otherwise feel ambiguous. Adapting this framework to your unique situation will keep you focused and effective.
Second, this is not a solo mission. Success depends on collaboration with your enlisted partners and buy-in from your soldiers. Be transparent, inclusive, and communicative throughout the process. Celebrate progress as a team to maintain focus and energy throughout your tenure.
Lesson 2: Only you know what’s best for you.
Creating a long-term plan is a smart move if you plan to stay in the Army beyond your initial commitment. Even if you intend to leave the military, mapping out a rough timeline can help you reflect, set milestones, and make informed decisions. This process puts control of your future in your hands and prompts questions you can actively work to answer.
Below is an example of a rudimentary timeline to guide the next eight years of professional and personal growth. You can align it with your branch’s professional timeline, like DA PAM 600-3 for the Army. Be sure to include key family milestones in your plan. This helps your spouse or partner manage their career and gives you a clear view of how assignments might affect your children’s schooling or other priorities. Remember, your time in the military is temporary. Comprehensive planning ensures you’re not just focused on your career but also on the well-being and future of your family.
Lesson 3: It’s all about relationships.
My first few weeks on a division-level staff were overwhelming. As a newcomer in a key development (KD) position, I was surrounded by 50 other driven Majors who all seemed more capable than I was; it was just reality. But one piece of advice from my boss stuck with me: success here is all about relationships.
Building strong, genuine connections with key players across the staff is essential. Don’t let the S1 or G1 hear from you only when you need something. Instead, visit different sections regularly and ask if they need your help. This builds trust and creates a team dynamic where others are more willing to support you when necessary. As a Signal officer, I’ve experienced plenty of hollow small talk that led to a request for support. Rarely did anyone check in to see how I was doing. Be different—invest in relationships first, and you’ll find the support you need, even in the most demanding situations.
This advice applies at every level of command. Don’t make the mistake of only getting to know leaders in your immediate circle. Take the time to introduce yourself to leaders and peers across your organization. It may seem unnecessary at first, but the connections you build will significantly impact your success and ability to accomplish the mission.
“The harder you work, the luckier you are.”
If you have read this far, congratulations on trying to improve yourself. You’re already ahead of the game and far better than I was when I started my journey as an officer.
No amount of planning can fully prepare you for a leadership role, and mistakes are inevitable. Too many variables are at play. But if you put in the effort, invest in your team’s development, and build genuine relationships across your organization, your chances of success will be high. Keep learning, stay committed, and trust the process.
John Geracitano is a U.S. Army Signal officer and LTG(R) Dubik Fellow currently serving as a doctoral student at the University of North Carolina at Chapel Hill.
