Category Archives: Leadership

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Make Thinking Great Again

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Officers face a healthy debate regarding a War on the Rocks article that explores how to maximize leaders to think creatively and get out of the traditional boxes of a history focus. Too many officers feed their doctrine obsessions at the expense of challenges that outpace doctrine in a complex world. Doctrine is important, don’t get me wrong. In both the operational and institutional Army,  the true challenge for leaders is the art of thinking and overcoming the dangers of intellectual laziness that feed bias.

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Implications of Officer and NCO Relationships

Critical Experiences that Shape Careers

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Relationships matter. This oft-cited platitude is heard echoing through almost every leader professional development session that has happened in recent years. There is perhaps no nascent relationship more important in the Army than leaders at the small unit level. How officers and their Non-Commissioned counterparts interact professionally has been examined thoroughly in Army literature, although not perhaps as comprehensively as some may think. Surprisingly little examination of interpersonal interactions and organizational history as vehicles to further relationships has been completed. The relationships developed between the senior non-commissioned officer (NCO) and the senior officer of company grade formations are key indicators of initial success.

US Army Special Forces Soldiers conduct Extraction Training (Photo by US Army)
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Creating a Better Training Culture

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In 2016, the Army transitioned to standardized mission essential tasks (METs) and training and evaluation outlines (T&EOs) for battery level units and above. It’s hard to believe that, prior to this,  commanders chose their own mission essential tasks. But the transformation is not complete. Battery and platoon level leaders still struggle with understanding their METS, T&EOs, and performance steps. This requires a cultural shift that is lagging behind the doctrinal change. 

U.S. Army Soldiers of the 4th Battalion, 319th Airborne Field Artillery Regiment assemble a M777 howitzer while conducting airborne operations during exercise Allied Spirit II at the U.S. Army’s Joint Multinational Readiness Center in Hohenfels, Germany. (U.S. Army Photo by Sgt. 1st Class Caleb Barrieau, JMRC Public Affairs)
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More Than Equal Opportunity

Building Trust and Leading Change for Cadets

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“The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” – Colin Powell

The following are a few questions that leaders and cadets should be asking themselves candidly and critically. We owe it to the Army, its soldiers, and the nation to be introspective, especially considering that we are looked to as examples of American virtue. This is particularly true at times of high social tension, specifically regarding today’s discussions about race.

Will you allow a lack of trust to undermine your team?
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Objective Boston (Raid)

A Tactical Decision Game for Cadets

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Just days after Area of Operation Irish was cleared of Arianan conventional forces, elements of the South Atropian People’s Army (SAPA) infiltrated the AO.  A company-sized SAPA element has found favor with the local populace and has maintained a low profile since the infiltration approximately one week ago.  In the past 48 hours, the insurgents established a command post IVO OBJ Boston and have begun coordinating attacks throughout the AO. Their intent is to disrupt Coalition advances towards the Ariana/Atropian border to enable Arianan forces to reconsolidate for counterattack.  They will accomplish this by attacking sustainment formations and destroying critical infrastructure (roads, bridges, power lines, etc).  The Command post consists of a small headquarters element (3-4 individuals), likely in the hard-stand structure, and a dismounted infantry squad in the vicinity for security.  In the past 48 hours, SAPA forces in AO Irish have been supported by 82 mm mortars.

Area of Operations (AO) Irish
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Leadership During COVID-19

How Army Leaders Maintains the Winning Edge

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The year 2020 has been quite a wild ride for not just soldiers, airmen, sailors, marines and their families, but for leadership across the globe. Coronavirus Disease 2019 or better known as COVID-19 has changed life as we know it. The DoD has published guidelines (1 OPORD and many, many FRAGORDs) for mission essential manning and scaled back training to protect the force, however, they have reiterated the importance of readiness, lethality, and taking care of the force and our families. This has forced leaders at the lower levels to drastically change training and assess how we conduct daily business.

U.S. Army Airborne School students carry their primary and reserve parachutes back to the pack shed April 28, 2020 at Lawson Army Airfield, Fort Benning, Ga. (Army photo by Patrick A. Albright)
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Recruiting Company Command

A Critical Job That Will Improve Your Leadership Skills

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Company Command is a critical assignment in the growth and development of Army officers. Recruiting company command is a fantastic opportunity available to officers from most branches. But it is often misunderstood. The geographical dispersion of recruiting companies and the difficult environment can be challenging. But these challenges should be viewed as opportunities that will help young leaders improve their leadership skills.  Additionally, officers serving in recruiting gain an appreciation for this strategically important side of our Army. This experience will serve them, and the Army, well as they progress in their careers. 

Gen. Gus Perna, commander of Army Materiel Command, administers the oath of enlistment to 27 future Soldiers during the 2019 AUSA Global Force Symposium and Exposition ROTC/Future Soldiers luncheon, March 28. (U.S. Army/Richard Bumgardner, USASAC Public Affairs)
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Priorities

Suggestions and Lessons Learned

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Upon assuming his role as the Army Chief of Staff, General Milley’s speech included many of the expected platitudes. What set his remarks apart, however, was the unquestionable declaration on how the Army would remain the most elite fighting force in the world. It was then that General Milley announced with absolute certainty the words that would shape every subordinate command for the next four years: “readiness is the Army’s number one priority.”

Regardless of the level of leadership, the three critical principles of Mission Command are fundamentally impossible without leaders clearly dictating the priorities of the organization. Those principles are communicating commander’s intent, establishing shared understanding, and exercising disciplined initiative (ADP 6-0, Ch. 1, p. 26). This primer outlines how to best establish your organization’s priorities, and when it’s appropriate to change them.

Clearly defined and consistently communicated intent enable mission command throughout the organization. photo by Staff Sgt. Michael J MacLeos
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The Selfie-Leader Part I

Please Like, Share and Follow Me As I Lead

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“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves” – Lao Tzu

 

For those who read articles published by the Company Leader and other leadership initiative based sites in support of the Armed Forces, you understand that in order to dissect what a “Leader” is, it is important to first understand its definition. According to ADP 6-22, Army Leadership and the Profession, leadership is defined as “the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (Department of the Army, 2017). This should sound remarkably familiar, as it is one of the most common board questions asked during any evaluation or promotion board.

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Where Will You be at 1700 on Friday?

Reconsidering the Safety Brief

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Few things inspire less intellectual stimulation or motivation than a typical Army safety brief. But it doesn’t have to be that way. Five years ago, while attending the Captain’s Career Course, I experienced one of the most memorable safety briefs of my career.  Although, some colorfully verbose senior NCOs have given it a run for its money.  An Australian Major, an exchange officer serving as the course chief, delivered the brief.  He was bright, direct, and known for his candor.  He didn’t insult our intelligence with directives to not smoke drugs and drive too fast, or with asinine platitudes (“take a battle buddy, hooah”). Rather, he gave an outsider’s perspective on one of the Army’s more pervasive traditions.  In short, this Aussie wasn’t impressed by our weekend safety briefs and mine have never been the same since.

Where will you be at 1700 on Friday? (US Army photo by Sgt. Erik Thurman)