I cannot quantify how challenging it has been for me to write this post. It’s a topic I am passionate about, but I’ve greatly struggled in articulating my deep emotions over what keeps me committed to my Army service day-in and day-out. I want to offer some grand, moving story that pulls at the heart strings, but that’s just not me, unfortunately. What I have to share regarding “why I serve” all comes after I joined the service and the incredible experiences I’ve had thus far in my career. Further, my passion for service and why I do what I do all centers around one thing: leadership.

I’m passionate about leadership and leader development. I spend my personal time reading and listening to material on it, discussing with others about it, and reflecting on how I can improve. I’m far from the leader I want to be and regularly find how much my leadership is lacking in impact and continuity the more I learn and experience. I write this as a student of leadership; I am no master. My thoughts below are the four major thoughts about my service…and leadership. They come from a wellspring of humility and love, love for the organizations and Soldiers I’ve served with. This is why I come back to the Army each day with a renewed passion for what I do and those I work with.

Leader Development is the Point

I don’t work for some public company that exists to maximize profits and provide gross returns to investors. I don’t have a human resource manager directing me to attend some cookie-cutter “leadership” training event in an attempt for me improve my department’s performance and increase sales metrics. We develop leaders in order to develop other leaders, so those 2^nd and 3^rd generation leaders are ready to fight and win our nation’s wars. I see it this way: In the Army, leader development is not some supporting line of effort for our organization. In the Army, leader development IS the point.

I can almost guarantee that every command philosophy at every level in the Army states that priority #1 is either “readiness” or “leader development.” If it is “readiness,” I bet it addresses some component of developing our Soldiers to ensure that they are ready to answer that call. In no other profession, industry, or field can I state, as a commander, that my priority #1 is leader development.

Our Culture of Development

Also, in no other profession, industry, or field is there such an integrated institutional development plan for its members. Non-commissioned officers and officers alike, we attend some sort of institutional schooling every three to four years to better prepare us for our future roles of increased responsibility. Where else can you receive that sort of continuous development? Think about a Colonel who has been in the Army for approximately 20+ years; we still send him or her to the War College for continued education. How much institutional support do senior executives with similar time in an organization get that can even rival that of the Army’s?

I just had the immense pleasure of completing a graduate degree program, which was fully funded by the Army. Not only was that a year of much needed family focus time and deep reflection following company command, but it will impact my life after the Army.

Further, every commander is inherently charged with developing his or her subordinate leaders through tangible efforts, yet allowing for commander and organization-specific application and creativity.

You cannot beat the Army’s impressive culture of development.

Influence: Having an Impact on Lives

I distinctly remember the first moment when I made a tangible impact on someone’s life as an Army leader. While serving as a platoon leader during our unit rotation at the National Training Center, I earned “the nod of approval” from my 1^st squad leader, the one notorious in our company for being tough on new platoon leaders. It was a moment I will never forget for the rest of my life and when I learned the real magnitude of responsibility that I in fact had as a leader and officer; it was as humbling as it was inspiring.

Since then, I can look back and recount many similar moments where I realized the impact I had on another service member, as well as moments other leaders had impacts on me. I truly believe that when it comes down to it, in the critical moments that matter in the Army, it’s less about a sense of national duty and more about the people to your left and your right.

The Bonds Over Extreme Shared Hardship

My message on this point is a simple one. Think about the challenging crucible events that you’ve experienced in your career and who you endured them with. I think about Sapper school as a Cadet with my Sapper Buddy (then) CPT W. in 2009, near death experiences with IEDs with my NCOs and Paratroopers as a platoon leader in Afghanistan, sharing a Stryker with my gunner and driver at the National Training Center as a company commander for 14 days in the box, designing and executing a 20 mile Sapper Stakes challenge for my squads, and helping Soldiers through loss and divorce.

Now, think about possible crucible events experienced in a financial company, insurance company, tech startup, or some other goods or services company. Those lead me to think about things like customer service ratings, maximizing revenue and returns, or making sales.

Those experiences cannot compare. The bonds made over those cannot compare. Not even close.

Now What

This may not be that inspiring post to reignite your flame of passion for your service; if not, I am sorry. But these are the things that keep me excited about waking up at 4:00 AM seven days a week, right now, as I teach, coach, and mentor Cadets through Cadet Summer Training at West Point. These are also the things that keep me claiming that I will stick with the Army as long as she will have me. I don’t discredit the perceived issues going on outside of the Army that can distract one from remaining aligned to the purpose of their service. I also fully acknowledge that our Army has its own issues internally. However, I keep finding more good than not as I spend more time with Soldiers. I hope you find the why to your service and find it before I did; it took me six years in the Army to truly come to understand why I serve.