If you’re an Army professional, you’ve probably experienced this scenario: You’ve subscribed to a litany of military social media outlets and other mediums that perpetuate a nearly constant stream of leadership focused articles. Each time one pops up, you open it…wondering what you can learn to become a better leader. While many are helpful and provide niche comments on ways to improve, they often miss the primary point of Army leadership: To inspire others to risk their lives to accomplish missions of importance to the Nation.
“The real worth of the NTC will be clear within the early days of the next war.” ~Outlaw 01 (#1) – William Shackelford
Between wars, the most important mission our Nation expects of America’s Army is to be prepared to fight and win the next war. Often lost among our day to day demands, exercises, and training schedules, developing leaders at echelon to fight and win America’s next war constitutes an essential task. Yet, for some reason, many believe leader development programs revolve around a series of LPDs, OPDs, NCODPs, etc, etc. While educating our young leaders is important, too often we fail to realize one critical component of leader development: Leaders are developed in contact, leading real soldiers, accomplishing real missions that best replicate the true demands of modern combat. Internalized lessons from THOSE experiences serve as the greatest developmental experiences over the course of a leader’s career. While self-developmental and institutional learning are absolutely necessary components of leader development, operational assignments allow us to truly practice our craft.
The National Training Center rose from the ashes and associated shortcomings of a “hollow force” of the 1970’s. Beyond building immediate readiness, the true long term value of the National Training Center has always been the ability to develop leaders at echelon in a demanding, competition based environment. We develop leaders each and every month…in contact. We see every leader on their best day, and we often see them on their worst day. After 40 years and countless rotations, the simple fact remains that our best leaders continue to be those who inspire, motivate, and provide purpose and direction under any condition.
This paper describes what some of the most successful leaders do here at the National Training Center. ADP 6-22, Army Leadership and the Profession, provides a solid model regarding leader expectations. Divided into attributes (what a leader is) and competencies (what a leader does), these traits manifest themselves each and every rotation. While not a recipe for success, a leader’s failure to accomplish any one of these tasks can result in frustration, mis-communication, and an inability to accomplish the mission.
Leading Your Soldiers
Building Trust Starts on Day 1
Whether you’re a Squad Leader or a Battalion Commander, the most important question your soldiers are asking themselves the minute you walk into their lives is, “Can I trust you?” Personally, they don’t care what baggage you bring with you, and they don’t care about your personal struggles. For whatever reason, you’ve been placed in a position to immediately influence their lives in numerous ways. They simply want to know if you’re the type of leader they can trust to do what is best for them while accomplishing the mission.
While we’ve all heard the saying, “trust goes both ways,” the trust between soldiers and leaders truly manifests every day on the NTC battlefield. soldiers will do amazing things if they trust their leadership. soldiers who do not trust their leadership simply undermine the leader’s efforts (knowingly or unknowingly) regardless of the purity of their intent. Take this example of a trusted leader from a recent NTC Rotation:
As the Brigade Commander, you have two choices at this point: 1) Tell them to continue mission. 2) Call your higher HQs and let them know that you’re not going to make forward progress as planned, and the mission as envisioned by your Division Commander is at risk.
What do you do?
Answer: You called the Division Commander. After speaking with him, you realize that you’re not the only unit Commander with concerns. Multiple other elements on the battlefield have raised similar concerns, but you were the first to call him directly. The Division directs you to retain your current position and prepare to execute when weather permits.
While seemingly small, this Brigade Commander had Battalion Commanders who felt they could bring him problems. They trusted him to handle the situation. They confided in him that the mission was at risk, but soldiers’ lives would needlessly be lost if they continued on their current path. This type of trust happens every day at the NTC, and it happens at echelon. Those leaders whom subordinates trust make better decisions, and subordinates fight harder for leaders they believe have their best interests in mind.
Setting the Example
We’ve all struggled with this at some point. If you’re not the type of leader who wonders every day whether or not you are setting a good example for others to follow, then you probably don’t deserve to be leading others. If you’re the type of leader who has to be told by your boss you aren’t setting a good example, you definitely don’t need to be leading others.
Many times, we skew the term “setting the example.” At the point of contact, when life becomes seemingly impossible in the furry of battle, your soldiers don’t care how many push-ups you can do. They care even less about how fast you can run. In peace, these things inspire your soldiers to be better. But on the battlefield, your soldiers simply want someone to provide purpose, direction and motivation. They want to know that if they do things like you, their chances of survival just went up. They want someone to be that one person in the most confusing of situations who can answer their most immediate question, “What do we do now?”
The second Troop Commander knew the situation had begun to deteriorate rapidly. He also knew that the enemy AT systems operating in defensive positions would likely destroy his remaining forces if he attempted to move forward. Rallying his remaining forces, he dismounted with his remaining platoon and moved forward with three separate Javelin teams. The Troop’s remaining Bradleys remained in position providing overwatch as the dismounts maneuvered forward.
Meanwhile, the Squadron informed the BCT that passing the maneuver battalions forward on schedule wasn’t possible. The BCT Commander was not pleased, but knew that without the Apache support, the tempo of the operation had to slow down. The success or failure of the entire BCT’s mission now rested on a decision that a subordinate Troop Commander had already made.
Result: Within 90 minutes, the dismounted Cavalry Scouts had cleared two of the three enemy AT systems. The Troop Commander’s efforts to rally his remaining soldiers, and provide them calm, deliberate instructions, had begun to pay off. Meanwhile, the Apaches came on station and destroyed the remaining AT system. As the Bradleys continued to provide overwatch, the remaining Troops maneuvered forward to meet the dismounts on the key terrain, the Squadron Commander called the remainder of the BCT forward.
After the fight, one of the OC-Ts asked the Troop Commander during the AAR, “What made you think of that course of action? We haven’t seen a Troop Commander dismount like that and move that far in a long time.”
Before the Troop Commander could respond, one of the Platoon Sergeants laughed, “I’m not so sure that anyone really thought about it. When he told us what the plan was, we simply followed him. We couldn’t have him out there playing the hero by himself.”
Leaders who set the example simply personify everything that we want our subordinates to be…nauseatingly proficient in their craft, willing to share both hardship and risk, and immediately capable of accurately assessing a situation and directing everyone’s efforts to overcome adversity – to save as many lives as possible while getting the job done. A leader who can do that becomes the type of leader we hope to be when that “worst day” finally arrives. They are also the ones that we want leading us into combat. A leader who can do that in combat is more valuable than ten who cannot. They are the type of leader we would let lead our own son or daughter into combat.
Effective Communication
In our profession, we often boil the ability to communicate down to an equipment based solution. We constantly talk in terms of primary and alternate nets. We fret over lower and upper tactical internet. In reality, effective communication doesn’t just revolve around equipment; effective communication revolves around people and their ability to share thoughts, ideas, and information. While the saying “if you can’t talk you can’t fight” has always been true, the notion of being able to talk has never guaranteed the ability to effectively communicate.
As the unit conducted consolidation and reorganization, the Brigade Intelligence Officer provided an updated assessment: The lead elements of the 802nd BTG had been destroyed during the initial enemy counter-attack; however, multiple elements of the 802nd BTG remained throughout sector. UAS had begun to detect the consolidation of two Company size elements of the 802nd BTG massing for another counter-attack. Given their current rate of movement, the S-2 assessed another enemy counterattack would take place shortly after sunset.
The Brigade command net came alive with the Brigade Commander’s voice, “Listen guys, I know you all have been fighting hard for the last 18 hours, but we’re not done. The enemy is going to try to take this city back. We need to retain this city at all costs. X Battalion – you have responsibility for destroying anything that comes into the city. Y Battalion – you back him up if he needs help. Z Battalion – you need to continue to defend the area outside of the city. For the Cav Squadron, I need you to tell me where he’s coming from…I just lost all my eyes and ears from higher…you’ve got to paint a picture for the rest of us.”
Two hours later, the enemy counterattack came quickly. After proxy forces destroyed the Battalion HQs responsible for the interior of the city the enemy launched a chemical attack against the Brigade’s Main Command Post to degrade the BLUEFOR’s ability to C2 the Brigade. Meanwhile, a Mechanized Infantry Company (+) reinforced with additional dismounted infantry attacked directly into the city. With the Battalion and Brigade Command post both rendered combat ineffective, mission failure appeared almost certain.
Suddenly, the Brigade Command net lit up with the voices of three different Company Commanders from three different Battalions. They understood the situation and their Commander’s intent. They knew help wasn’t coming. The Troop Commander told the two Company Commanders where the OPFOR had penetrated. Two Company Commanders from two different Battalions rallied their forces to blunt the OPFOR counterattack. When the sun rose the next morning, the Brigade still controlled Razish.
Think of it this way: In the heat of battle, on their worst day, when things aren’t going well, can you communicate with your tired, hungry soldiers to accurately tell them what has to be done? Can you calmly and succinctly provide them intent which gives the entire organization a purpose? When they don’t understand or start to move in the wrong direction, can you communicate in a manner that corrects their behavior without demeaning them? Can you provide the inflection and emphasis needed without degrading others in the heat of the battle? Effectively communicating with other human beings is an art – not an equipment centric scientific effort.
Good leaders effectively communicate up, down, and across the chain of command. Because they are trusted and because others look up to them, soldiers pay attention to them. Keeping a soldier’s attention requires that you effectively communicate in a method that continues to inspire and motivate others to act in a manner that accomplishes the mission.
Developing Leaders
A Positive Climate Makes All The Difference
Given that you have begun to build trust within your formation, work to set a personal example, and consistently strive to effectively communicate with your subordinates, many leaders in the heat of battle often overlook the power of a consistently positive climate.
Battlefield leaders are not cheerleaders; however, the best leaders always strive to maintain a positive tone within their formation. Regardless of the circumstances, they constantly see the positive in their organization, and they reward it often. While they combat unit shortcomings and problems head on, they do not dwell on the negative to the point it spreads like a sarcastic, excuse riddled disease. They understand the training battlefield is simply a replicated contest of wills…where their job is to bring out the best in their organization.
At the NTC, many rotational commanders (the vast majority) are tactically competent. Sure, some are better than others; however, the vast majority understand basic tactics, doctrine, and the operations process. Most have invested similar amounts of training into their formation. Yet, different BCTs perform in a different manner. Some get exponentially better in a two week period. Others achieve marginal gains. Why?
Having watched many different Commanders in multiple venues throughout the years, I contend one of the primary factors affecting unit performance in replicated combat is simply a positive leadership climate that creates a sincere desire to get better each and every day with the ultimate goal of winning against a determined enemy.
We want our soldiers to be competitive. We want our soldiers to train hard. Ultimately, we want our soldiers conditioned to take on any challenge life can muster and claim victory. Great. You don’t get that without being respected, known for being fair, empathetic, and the type of positive role model that others are willing to fight to be around.
Be Interested In Your Own Development
The better leaders at the National Training Center are keenly interested in their own development. The great BCT Commanders realize their NTC rotation might be the last time they have the opportunity to command their entire unit outside of a wartime setting. They sincerely desire to know where they can possibly improve, where they are strong, and where they can possibly accept risk.
We make a lot of jokes about new Lieutenants in the Army. Maybe the Army would be a lot better off if more field grade officers acted like our best new lieutenants. Think about it. When you were a new Lieutenant, you KNEW that you didn’t know everything your job entailed. You KNEW your subordinates provided valuable input. You KNEW that without help, you could not accomplish your job. What’s different now? You might know more, but you don’t know everything. You still can’t accomplish the mission without input and advice.
In order to be successful, you’ve got to be curious, interested in making yourself a better leader for the sake of your subordinates, and willing to listen to others. Good leaders in battle are no different. To understand, you must first listen. To listen, you must stop talking. To stop talking, you’ve got to understand that you might not have all the answers.
Work to Create Shared Understanding
Often, we assume, as Commanders, that because we say something, our subordinates understand. The chaotic environment at the National Training Center demonstrates otherwise nearly every rotation. Sometimes, units walk away from a Brigade level rehearsal more confused than they were before. Often, units get orders that have little/nothing to do with their current situation.
However, the better leaders deliberately work to create shared understanding. By creating a positive climate, building trust, and effectively communicating, these leaders create venues to allow for routine collaboration, discussion, and debate. Whether it is an evening update, battlefield circulation, or simply calling a subordinate on the radio, these leaders work to ensure that everything continues to move along the correct general azimuth. When the situation dictates, they centralize control. Other times, when the demands of combat take their toll, they power down decision making. Regardless, they always work to create constant discussion within their unit to create shared understanding.
Achieves
Standards and Discipline
Let’s turn this one around. How many un-disciplined units incapable of enforcing standards have you seen execute successful operations? I’ll hazard to guess very few. Sure, there’s always that one exception, but generally, disciplined units achieve a higher degree of success given shared understanding, a desire to learn, and a positive command climate.
The true test of discipline in battle isn’t whether or not your soldiers flawlessly pass a pre-combat inspection. True discipline isn’t a matter of your soldiers having a good haircut. The truest test of discipline in a unit is what happens when nobody else is looking.
It might be on an Observation Post at 0200 in the morning. It might be in a single room of an isolated building during a night attack. It might be before dawn as the unit prepares to conduct stand to.
True discipline is measured by the actions of your soldiers and their ability to self-correct in a dynamic battlefield environment. It is the result of empowered small unit leaders leading by example and correcting deficiencies routinely.
If you want to put your unit on the path to success in battle or at the National Training Center, start with the discipline of your formation. You won’t get far without it, and acts of indiscipline will take valuable time your leaders could spend working to ensure their soldiers remain alive and able to accomplish the mission.
The Power of Getting Results
We’ve all heard the phrase, “success breeds success.” A good training program is designed to push individuals and units to the brink of failure – with the ultimate goal of recognizing weaknesses and getting better. Good units at the National Training Center build upon small victories to achieve amazing results in the midst of a rotation. They recognize that by fixing weaknesses and building upon successes, their unit gets exponentially better.
Personally, I’ve witnessed the mood, morale, and attitude of an entire organization change because of one successful tank crew…one successful dismounted squad…one deadly friendly indirect fire mission.
Your soldiers, both in war and at the National Training Center, want to do well. Nobody goes to war wanting to fail. That isn’t an option for the American Army. During the COIN era, a small success in Tal Afar Iraq turned into a larger success in Al Anbar Province. Those “successes” led to a momentous shift in operations that stopped the bleeding of American soldiers and provided the leaders of Iraq an opportunity. It’s no different today.
Leaders that have the ability to understand the significance of small unit successes, cross talk, and develop more meaningful plans do better at the National Training Center. Leaders who are willing to seize the moment, capitalize on opportunities, and make bold decisions to alter the course of the fight do better than those who consistently focus on everything going wrong amid the chaos of modern warfare.
Conclusion
Units who do well at the National Training Center have a particular type of leader. Not surprisingly, it’s the same type leadership we expect according to our doctrine. These leaders invest in their people and start building mutual trust the day they assume command or responsibility. They simply “are” the type of person our soldiers admire. They communicate effectively with their formation. They do all of this under the veil of a positive command climate that creates an atmosphere soldiers want to be around. They are humble enough to know that they don’t know everything, but smart enough to know when to be directive, and they work tirelessly to ensure that there is shared understanding across the entire formation at echelon. They understand how to discipline an organization and maintain standards without becoming overbearing. Most of all, they understand that, in the end, in our profession, results matter more than anything else.
If you want to be a good battlefield leader you’ve got to train for it. If you want to practice battlefield leadership, you’ve got to do it daily, in contact, practicing your craft. Every leader arriving at the National Training Center has an opportunity to excel. If you’re the type of leader who wants to excel, start with these points and work to get better every day. Your soldiers will thank you for it.
This is part of a series of articles from a piece focused on Leader Development in Contact. Click HERE to see the rest of the posts. Footnotes are annotated in the PDF version found on the Series homepage.
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