Lead with the best version of yourself.

Military

Soldiers With Stripes: A Perspective On Junior NCOs

By James Duncan

Recently, I engaged a trusted squad leader for some much-needed feedback. I wanted to know his perspective on the state of the company: what are we doing well and where do we need a course correction? After several minutes, the NCO steered the conversation in a direction that really struck me. 

When describing the landscape of junior NCOs across our military police formation, he said that an alarming number of team leaders are simply playing the part of a leader instead of truly carrying themselves as one. From what he has witnessed, “Soldiers with stripes” are being put into leadership positions without the tools to properly coach and mentor our young Soldiers. 

His observations mirror my own. Our sergeants, the most critical leaders in the formation, have consistently demonstrated that most do not possess the experience, technical expertise, support system, or mindset to perform at a high level or prepare our Soldiers for professional excellence.

Identifying Bias in Your Workplace? Read Kim Scott’s Just Work

by Aidan Looney

As a West Point Cadet, I often hear that the academy is a leadership laboratory. Cadets are given the space and opportunities to experiment in leadership and learn how they want to lead before going out to the operational Army. 

In this leadership laboratory, I had several formative experiences both as a trainee and a trainer in West Point’s version of basic training. Afterwards, a mentor recommended I read Kim Scott’s Just Work: Get Shit Done Fast and Fair. Reading this book helped me organize my thoughts on building a cohesive and effective team. From it I learned a great deal about creating more equitable work environments by working to eliminate bias, prejudice, and bullying in the units I lead at West Point. 

In Just Work, Scott provides a practical guide on how to create a more just working environment through identifying workplace harm, taking personal responsibility to address it, and understanding what happens to the workplace culture when harm is left unaddressed. While her book is directed toward the corporate setting, it is still very applicable in all leadership settings, especially in the military. 

When Ego Leads

by Meaghan Parchert

“Leadership in a democratic Army means firmness, not harshness; understanding, not weakness; justice, not license; humaneness, not intolerance; generosity, not selfishness; pride, not egotism.” – GEN Omar Bradley

Objectively, I had a successful career in the Army. However, I let my ego get the best of me, and, ultimately, it was responsible for my greatest failure. Because of my ego, I am medically retiring at 34 years old—permanently disabled after 11 years of service.  

I write this reflection as I transition to a career in public education, hoping that my unfortunate experience can motivate some introspection or reflection for those continuing their service. I hope that my failure can be your lesson.  

The line between ego and pride is razor thin. When I started, I was twenty-three, a new Second Lieutenant in my first unit of assignment at Fort Hood. As one of three females in the organization, I felt immense pressure to prove I deserved to be there. I was eager to emulate all the behaviors and attitudes of “successful” and “respected” senior Officers and NCOs: show up early, leave late, be ever-present, run fast, be thin, never apologize, never be on profile, have no personal issues, and, when you think you have nothing left to give the Army, give a little more. I thought I had it figured out. At the time, I had perceived these traits as self-respect, but that really wasn’t what I was feeling. This wasn’t professional pride. It wasn’t true selfless service or duty—this was ego. 

A Text to Garcia: Business Rules for Work Texting

by Joon Lee

“We do NOT use Signal as our primary means of communication!” my fellow staff officer exclaimed. I sympathized—in our years of service, we’ve embraced the tenet that “we train like we fight,” that we must exercise our tactical systems even in the mundane non-tactical operations. However, at the pace, depth and breadth of our current task, with initiative required at so many lower levels, I knew that he was wrong. We had to adapt or we would not be able to keep up. 

A strict adherence to this tenet felt trite in the complex and rapidly evolving situation. While on the advance team visit in a foreign country, I saw a problem coming. With our Battalion already on the way and the rest of the Division soon to arrive, unstructured and mass text messaging through personal devices had become the primary means of communication.

Though we anticipate restrictions of our personal devices in future conflicts, the digital language that we construct, train, and enforce now will be critical. Developing standards of clarity in digital language is vital and will carry over to tactical systems. No matter the system or medium, language and clarity still matter.

“Leading Up” as a Company Grade Officer

by Mike Martino

“Someone got Sir off topic again…” Forty of us, students at the Infantry Basic Officer Leader Course (IBOLC), were huddled into a corner of Building 466A listening to our platoon tactical trainer. We were supposed to be discussing engagement area development through the lens of Musicians of Mars, a popular vignette published by the Center for Army Lessons Learned. However, a question from a lieutenant had sent our instructor off-topic. This accidental detour led to a conversation that forever shaped my view of leadership and influenced my conduct as an Army officer.

Replying to an inquiry on how a platoon leader could be responsible for so much, Captain Keith Hannah answered simply, “You’re a company officer first.” He explained that though a platoon leader should be concerned with the performance of the platoon, the platoon will not succeed if the company isn’t running smoothly. The additional duties, needs of the command, and company systems have to be fulfilled first. He warned us to not neglect these duties, to be prepared to work in a capacity larger than just the platoon leader, and to perform these duties regardless of their impact to our individual platoons or our own personal gain.

I took his words to heart. This was my introduction to leading up, a concept of influence beyond one’s boundaries, duties, or scope. It’s an idea comparable to “extending influence beyond the chain of command” identified in the Army Leader Requirements Model of ADP 6-22. However, it shouldn’t be simply construed as “solving higher’s problems” or “pleasing the boss.” Leading up is much broader. It’s an approach affected through communication, competence, commitment, and character that yields organizational success in all directions, not just upward. This is how one leads up.

7 Years’ Time: A Sexual Assault Survivor’s Story

(David McNew/Getty)

Editor’s Note: Today is Denim Day, an annual campaign observed worldwide to highlight misconceptions surrounding sexual violence. It began twenty-plus years ago, after the Italian Supreme Court justices ruled that a rape victim’s tight jeans were evidence of her consenting to the sex. The following day, women in the Italian Parliament came to work wearing jeans in solidarity with the victim.

The story below was submitted anonymously. Unlike standard military briefings on sexual assault capturing statistics and legalities, this story captures the victim’s perspective. We publish this piece on Denim Day in honor of those suffering silently. It may contain content unsuitable for some readers. 

—

It takes 7 years for all the cells in your body to completely regenerate.  In 570 days he will have never touched this body of mine. 

The craziest thing about being raped is time continues onward. You make new friends, get married, and even contemplate having children. Eventually you wonder, would it be safe for my child to join the Army? 

Am I safe? 

Warrant Officers Need to Write Well Too

by Mike Lima 

It’s not just officers who need to know how to write—it’s warrant officers too. 

Warrant officers now have many roles, including staff officer positions and numerous duties as action officers. As a staff officer, the primary role is to support the commander in decision-making and implementation. We provide analysis, make estimates, and make technical recommendations. As action officers, warrant officers create projects and lead action on packages for senior decision-makers. Each staff member has specific duties and responsibilities within the staff structure, regardless of their military occupation. 

Writing is arguably the most important part of the various roles of warrant officers. As for myself, I have had to write munitions-related appendices for Annex F (Sustainment). And not being in a staff position does not mean evasion from the requirement to write. I offer this stark warning to new warrant officers as someone who has learned from experience. 

As a newly arrived Warrant Officer 1 (WO1) in my first unit, my Company Commander put me on a battalion detail as an Army Regulation (AR) 15-6  investigating officer. I was required to assemble a final packet with analyzed facts and recommendations to present to my appointing authority. The appointing authority also was my senior rater, whom I had never met and would only see after he read my report. While I had experience writing, I needed assistance in this additional duty, not traditionally given to new warrant officers. You never know when your written communication will be your first impression to your chain of command. 

Three Hockey Books On Leadership

By Dan Sukman 

If you want to go somewhere fast, go by yourself. If you want to go far, go together.

– Glen Sather 

Sports often serve as a metaphor, and in many cases as a testing ground for real life. There are lessons we learn playing youth sports that we carry into adulthood that serve us well in our careers. Traits such as hard work, discipline, physical fitness, fair play, and teamwork apply not only to sports but in our roles as military leaders. While participation as an athlete can build these qualities, the mantle of coaching carries its own set of skills. 

Following the example of Ryan and Megan in their review of Eleven Rings when March Madness set in, this review will examine three books on hockey and the common leadership themes of each as the NHL playoffs get underway.

  • Behind the Bench by Craig Custance details the coaching philosophies of recent Stanley Cup head coaches including Joe Quenneville of the Blackhawks, Mike Babcock of the Red Wings, Dan Bylsma and Jack Sullivan of the Penguins, John Tortorella of the Lightning (note that most of these coaches have moved on from the teams they earned their Stanley Cup with). 
  • Let Them Lead by John Bacon is a memoir that follows the author through a season coaching a high school hockey team. Bacon takes a team that has been a perennial loser and turns them into a consistent winner.  
  • No One Wins Alone by Mark Messier is a memoir by one of the greatest players and leaders in NHL history. In his time in the League, Messier earned the nickname “The Captain” for his leadership abilities on the ice. 

These books stand out and offer valuable leadership lessons from the coach and player perspective.