Our first “panel discussion” seeks to address a common but perplexing question on the minds of many soon-to-be officers.  “What is expected of me?”  The most straight forward and objective answer to this question is found in the Army Leadership Requirements Model (ALRM).  ADP 6-22 Army Leadership and the Profession explains the ALRM and details each of the leader attributes and competencies.  We highly recommend that cadets familiarize themselves with these concepts early in their development.  The Company Leader has built a concise and easy-to-digest product that breaks down the attributes and competencies- check it out HERE.

In order to give a sense of the personal and practical application of these concepts, we have sought to provide a diverse set of opinions on the topic.  Leaders from five different branches, both officers and senior non-commissioned officers have weighed in.  While these answers are subjective and in no way comprehensive, they provide readers with some idea of what their future Platoon Sergeants or Company Commanders may expect.  In collecting the feedback from our panel, we found that the content (and formats) of their submissions varied, but definitive themes emerged.  It is our hope that this discussion will diminish ambiguity for emerging leaders and provide focus for individual personal development.

Sgt. 1st Class Michael Barin:

*From the editor- Check out Sgt. 1st Class Barin’ page, The Last 100 Yards, featuring fantastic content by NCOs, for NCOs.

Hi. I am your first Platoon Sergeant; our relationship will set the culture and tone of an entire platoon. It will model to our subordinate non-commissioned officers how NCOs and officers should interact; it will set priorities and tell all our soldiers what is, and is not, important. I need you to approach this relationship with these things in mind:

• I want to work with you, not just for you. Your rank and position place you in responsibility and authority, I will help show you how to wield them. Treating me as a partner will set the tone for your interactions for Squad Leaders and Team Leaders.
• Experience does not equal competence. You bring fresh exposure and understanding of doctrine, do not undervalue your knowledge in the face of whatever experience I have. My experience has its place as a supplement to your knowledge.
• You are a leader. The word is in your job title, it is bestowed to you by virtue of your position. Work everyday to earn this title; you will set examples that will echo through out entire careers.
  Will they be good examples, or bad examples?
• Leadership versus likership. This is an easy trap to fall into, if your soldiers like you surely, they will respect and follow you…right? Understand that you will need to command their respect
  and obedience at times when lives are at risk. Find the middle ground between besties and task master.
• In God we trust, everyone else gets a 2062. For your own sake, but also for the example it sets to your subordinates: accountability of property will set the course for how your platoon handles recovery and maintenance. Take the time, do the layouts, hold people accountable.
• Understand what makes something a priority. If everything is a priority, then nothing is. View your taskings as either eggs or rubber balls; which ones can fall to the ground and bounce back?  Which ones will end up making a giant mess if you drop them?
• Common sense is not common. You are about to lead and work with people from all over our country and the world, what makes sense to you may not for another. Be explicit in your directions when necessary, be accepting that there are other ways to reach the goal.

You bring more to the table than you realize. Be confident in what you have learned, seek out your blind spots. ADRP 6-22 has a diagram called the “Army Leadership Requirements Model” (ALRM); it aligns itself with the attributes and competencies of a leader. You can always learn the competencies but aligning yourself with the attributes requires self-awareness and accepting of your character flaws. Skills can be taught; character must be built.

Capt. Michael Greenberg

Integrity/Character

The Army trains most of our MOS-related tasks, but there are inherent traits that can’t be taught in the schoolhouse. Being a leader of character and accountability may sound cliche, but there is no faster way to gain your soldiers’ and commander’s trust than to approach every problem with honesty and humility. Always present an accurate reflection of your readiness, don’t window dress a problem that requires external intervention, and communicate your capabilities as they are at the moment rather than in an aspirational manner. Situations are best relayed via issue-discussion-recommendation. Give your honest recommendation on how to improve the organization or push the operation forward – not just things you *can’t* do. Always maintain your professionalism – be the calm in the storm.

Safety

I was always relatively easy going until I saw someone doing something downright dangerous or stupid. Soldiers die in training every year- these are generally avoidable tragedies that stem from poor culture and lack of leader vigilance at the small unit level. If you see something wrong – fix it. American mothers and fathers entrust their sons and daughters to us and expect that we have their safety at heart – there is an implicit understanding that what we do is dangerous, and some may make the ultimate sacrifice – but no one envisions it happening at the National Training Center or on an interstate highway. PCCs/PCIs aren’t just an annoyance, they save lives. Run ranges rigorously, pay attention to PPE, enforce speed limits, and rope off sleeping areas when necessary.

Intellectual Curiosity

In a Military Intelligence organization, I didn’t expect any new officer to have all the answers or technical expertise. So much of what we do is on-the-job training – both operationally and technically. However, the grace period for showing up at most units before you’re expected to have at least the jargon and basic understanding of functions, systems, and property is 3-4 months. This is a ballpark estimate but pretty standard across the board. Also – read, read, read. Part of being an officer is immersing yourself in self-development, it doesn’t end in college or PME. Aim for a book a month on topics ranging from organizational management to history to international relations to leader biography. Expect the same of your soldier and never patronize them – be the sharp minded leader they deserve.

Always maintain an open line of communication with your rater and remember that bad news doesn’t get better with time. It takes months, a willingness to learn, curiosity, respect, and competency to build trust. A senior leader once told me – be brief, be brilliant, and get off the stage. This stands true to this day, don’t be verbose, and don’t brief what isn’t true or take credit for something that didn’t happen. Credibility is a currency that is difficult to earn and easy to lose. Manage your responsibilities closely, do the best you can with any situation, and always fight through problems rather than blame others. Aspire to learn something new every week and make the best out of your first years. Enjoy your successes and don’t dwell on your failures, learn from them.

Capt. Matt Tetreau

Humility and Respect

There is no quicker way for a new lieutenant to alienate themselves from their NCOs and soldiers than to come across as a know-it-all or an elitist.  One would think that the gravity of leading those who have experienced and sacrificed so much more than themselves would dissuade arrogance, but there’s one or two arrogant lieutenants in every battalion in the Army.  Rest assured that the NCOs know who they are and aren’t going out of their way to help them.  This is really an easy one- be humble, be respectful to everyone you interact with, and remember who really makes the tactical levels of the Army work (it isn’t officers).  Empower the NCOs you work with and stay engaged with them.

Attitude

Soldiers are going to complain.  Along with latrine graffiti, complaining is one of the most ancient and consistently practiced military traditions.  The stipulation to that tradition is that leaders are not entitled to complain.  There are times that you will have to personally “embrace the suck”, but more important and difficult are the times that you will accept an undesirable mission for your element.  Own it completely! Negativity on your part will undermine soldiers’ faith in the mission and in you.  If there is truly a concern with the mission, bring it to your commander with a discussion and recommended course of action (pro tip- run these by your XO first).  Finally, there will come a time that you need to vent- your peers and sometimes your Platoon Sergeant are acceptable audiences, but your troops never are.

Initiative

I firmly believe that initiative is the trait that distinguishes good leaders at all levels from their peers (at least at the tactical level).  A platoon leader or staff officer who identifies problems and addresses them without having to be explicitly directed is off to a great start, but initiative must be applied to your professional development as well.  Take the initiative to develop relationships that will benefit your troops, learn the technical aspects of your unit’s equipment, study Army doctrine, and stay in great shape.

Get Dirty

It is impossible to lead from behind a desk, but unfortunately that is where many leaders spend most of their time.  There are, no doubt, many responsibilities that require your attention and the use of digital communications and many slide decks to build, but your effectiveness as a leader will largely be determined by your proximity to the mission or problem.  Simply put, if your soldiers are doing PT, do PT with them.  If they are doing weapon or vehicle maintenance, do that too.  Certainly, if they are training, you should be there.  Sure, you need to evaluate the training, but just as importantly, you can learn the tasks that they are training.

Sgt. 1st Class Danny Volkert

Like any new soldier, a 2nd Lt. is an unknown quantity, but with the potential and expectation to quickly develop into a dependable leader.  However, the responsibilities of their position are present on day one, and in a very short time they may lead their platoon in combat or simulated combat environments.  Therefore, they must have the fundamental understanding that feedback and mentorship is critical to becoming a better leader.  This brings me to my first expectation of any new lieutenant assigned to my unit, they must be receptive to advice and feedback.  Their platoon sergeant is there to help fill in the gaps of knowledge and guide their leadership abilities.  There is no doubt in my mind that commissioning sources do a phenomenal job teaching necessary knowledge and skills to cadets and candidates, laying a foundation for future leaders; yet the experience they gain as a platoon leader will shape them much, much further. The officers appointed over them will develop them into a better officer, their platoon sergeant and other NCOs will make them a better soldier and leader.  Additionally I expect that they:

• Maintain a high level of physical fitness.
• Lead from the front- show the soldiers “what right looks like”.
• Adhere to all regulations.  Meet and hopefully exceed all standards set forth.
• Know the Soldier’s Creed and be familiar with the NCO Creed.
• Know Army doctrine for 10-level tasks and be able to execute said tasks to standard.
• Are familiar with, and implement risk management.
• Act professionally.  The Army is not a frat- adhere to and enforce the Army Values.
• Are present- for PT, training, meetings, unit functions, inspections, and for important moments in soldiers lives, like going to the hospital after the birth of a child.
• Have (and continue to develop) public speaking skills, Army writing skills, and interpersonal skills.
• Posses phenomenal research abilities and familiarization with Army publications.  They should be able to dig into regulations and doctrine better than anyone in the platoon.
• Put Soldiers well-being just as high as the mission.
• Are “chomping at the bit” to do more, improve the unit, take on every tasking that is given to them and make it their own.
• Are part of the platoon.  A leader, not “the boss”.  I’m sure cadets are taught the difference between a boss and a leader, if not, they should look it up.

I started off saying a new lieutenant is an unknown quantity because frankly we never know what type of leader we will get.  Learning and development is constant and fast-paced.  Before long they are expected to develop the required technical and tactical knowledge, and equally importantly, the confidence, character, and commitment to lead men and women into combat and win our nations wars.

 

2nd Lt. Chris Wagner*

*From the editor, for context- The author reverted to the rank of 2nd Lt. from Capt. as a condition of his medical school program.

Be humble

Did you graduate magna cum laude, play Division I sports, or serve as a Cadet Battalion Commander?  Good job.  Spoiler alert for you, though- no one cares. The second anyone perceives that you think you know more than they do, whether it’s the supply clerk or one of your peers in a training meeting, everyone will immediately peg you as an arrogant 2^nd Lt. who fulfills every negative stereotype they have about newly commissioned officers. Learn to listen without having to say something back, unless you’re asked a question or given a specific mission. Ask for your soldiers’ opinions and solicit suggestions from NCOs even if you have a course of action you want to pursue. Never forget that, as capable and accomplished as you are, you must earn your stripes before you can show them off.

Be eager

There’s a subtle but distinct difference between being a “try-hard” and trying hard. If you make a show of how much you relish another opportunity to work until 2100, you may come across as, at best, a horrible time-manager, or, at worst, a disingenuous brown-noser. Ask for help from NCOs and fellow lieutenants who have been around a while before rushing to futility and failure. Request time to meet with your company commander one-on-one monthly to solicit personal feedback and make sure your efforts align with their intent. Stop by the boot room or a battalion S-shop to ask soldiers what they’re up to and garner some of their technical/tactical knowledge.  Even the secondary duties you’re assigned like safety or voting assistance provide opportunities to demonstrate that you’re capable of leaving a role better-established than when you assumed it. Be wary that even perceived unwillingness to learn is a huge red flag for the leaders around you.

Be present

“Staff officers don’t really come to morning formation,” is a terrible reputation that the officer corps has in an unfortunately high number of battalions across the Army. The hypocrisy of a lieutenant being absent from PT or other event, whereas a soldier is disciplined severely for the same infraction, is glaringly obvious to the enlisted ranks. When it’s freezing cold during motor pool Monday, being the officer who, “has to go take care of some paperwork,” in the office so you can drink coffee and look at memes is a disservice to the unit and to your own personal development. You’ve undoubtedly heard the phrase before, but sometimes the best way to bond with your unit is to lean in and “embrace the suck.” Put on a coverall and turn the wrench with your team. Do PT with soldiers in your unit so that, even if you’re a horrible runner or can’t push more than 42 reps, they see you out there grinding. If you’re on staff, be at your desk when you’re not attending another scheduled obligation so that soldiers can find you when they need something. Make that bread, and, even if it sucks, eat it like the rest.

 

Capt. Emily Wagner

Ultimately, I expect new lieutenants to learn the ‘how’ and ‘why’ of decision making. As an officer, understanding the ‘how’ and ‘why’ will better prepare you to make your own decisions and become your own leader. “The Four Agreements: A Practical Guide to Personal Freedom”, by Don Miguel Ruiz sets a framework for my expectations of new leaders and outlines simple tools for decision making. The four agreements are: be impeccable with your word, don’t take anything personally, don’t make assumptions, and always do your best. I will briefly expand on these topics below, but by no means is this an inclusive list of applications to your new profession.

Be impeccable with your word

• Communication is critical. Speak clearly, honestly, concisely, and choose your words- they have meaning
• Take ownership of your missions, tasks and orders. Ask for clarification if necessary
• Communicate up and down the chain of command. Often. Seize opportunities to share the amazing things your soldiers do and be candid about challenges you are facing.
• Communication consists of the sender, the receiver, and the message. Do not neglect all three components. Because you said something, does not mean it was properly communicated.

Don’t make assumptions

This one ties in closely with communication.

• Ask for clarification on things you do not understand
• Perform spot checks and backbriefs. Trust but verify!
• Keep your rater informed on situational changes. Do not assume they have other means of finding out information.
• Do not make assumptions on reports- report facts, not speculations, projections, or hearsay.
• So you’re assigned to staff- don’t assume this is a time to ‘chill’ or ‘take a knee’. Officers, NCOs, and soldiers are watching your work ethic and actions. No job is unimportant, and no time is unobserved.

Don’t take anything personally

• You are now a commissioned officer. It’s not about you anymore. You are now responsible for dozens of soldiers and their families.
• You will make mistakes. Simple mistakes are okay. This is your time to make them and learn those lessons. Apply what you have learned and grow.

Do your best

• Every day show up to work and do your best, whatever that may be. Your ‘best’ may change daily, but do not let external factors turn into excuses to take shortcuts.
• Leaders don’t get to have bad days. You are now a leader, soldiers are watching your actions and responses to situations, and they will follow suit. You set the tone for your organization
• During PT too! You don’t need to be the best, but you need to do your best. To do that, you must be present.
• You are capable. Don’t settle if you don’t think your ‘best’ is up to par with Army standards or peers. If there are areas to improve, do your best to improve.
• Be present with your platoon showing them you are there to work and give your 100%. Soldiers will see and emulate that effort.
• Do your best to care for your soldiers AND their families.

 

 

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