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Leaders, Love, and the Led

Keith Nightingale — Sun, 06 Feb 2022 22:34:36 +0000

The Nightingale Series

Grunts often use the word “love” to describe their feelings for their family of mortal combatants. It is even more pronounced for their leaders. How is this so? Let me try.

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Recognize the Box to Think Outside of It

Andrew Dominguez — Mon, 11 Jan 2021 02:34:03 +0000

The US Army is the most lethal military force in history. The world views our tactics and techniques as precise and lethal. We execute these battle drills without hesitation because of countless hours of repetition, perfecting these techniques. Unfortunately, NCOs have been known to teach shortcuts and standing operating procedures (SOP) that were once taught to us early on in our careers. Although SOPs are stemmed from doctrine, over time they begin to manifest into “tribal knowledge” and skills are passed along from generation to generation by word of mouth. Throughout our army career, we hear the saying, “this is how we did it at my last unit.” The downfall of continuing this mantra is that we can pass along bad habits or outdated information. We need to know our playbooks (Army manuals) if we are to implement any kind of “audible” on the field.

USASC cadre evaluating the M2010 record fire qualification for doctrinal updates.

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5 Ways to Succeed as a New Staff Officer

Thomas Montano — Mon, 04 Jan 2021 02:00:13 +0000

Every year the Army produces hundreds of young infantry lieutenants ready to fight and win our Nation’s wars. After leaving Fort Benning upon completing Infantry Basic Officer Leader’s Course, and most likely Ranger and Airborne School, they leave with one goal in mind: to lead an infantry platoon. However, most lieutenants will find themselves serving on battalion staff for around 6 months prior to taking over a platoon with an infantry company.

(U.S. Army photo by Sgt. Jarrett Engeseth)

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Platoon Leadership Demands Heroic Virtue

Quinn Gutierrez — Fri, 01 Jan 2021 18:39:17 +0000

Leading soldiers is easier said than done. Reflecting on twelve months leading an engineer platoon in the 173rd Infantry Brigade Combat Team (Airborne), I arrived both technically and tactically prepared for the position. But I was not ready for what my soldiers expected of me: More than expectation, they demanded that their leader live a heroic level of selflessness and sacrifice.

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Ranger is not a Leadership School

David W. Parmly — Fri, 30 Oct 2020 01:50:05 +0000

An Education in Self Discovery

Junior Army Leaders considering going to Ranger School expecting to be taught how to be better leaders ought to know something: Ranger School is NOT a place the Army will formally instruct them in new ways to be a better leader. That may be surprising to many, but factually, Ranger School never introduces any new, advanced troop-leading methods. The Ranger Handbook I carried in 1982 isn’t very different from one my father carried in 1958, or that carried by Ranger students today. Almost every task Ranger Students perform should already be familiar to them.

Ranger School Candidates conduct combatives training

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Leaders and Likers

Harlan Kefalas — Mon, 14 Sep 2020 01:30:12 +0000

Former Sergeant Major of the Army Van Autreve, who served as the 4th SMA from 1973-1975, spoke of an environment focused on empathy for soldiers centered around servant leadership, This was ahead of its time and long before those terms and concepts became mainstream. The former SMA also understood that the future of the NCO Corps would be shaped by their surroundings.

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Leading with Empathy

Dru Rhodes — Mon, 31 Aug 2020 00:16:28 +0000

This past February, I had the pleasure of attending the inaugural Battalion Commanders Assessment Program (BCAP). While preparing for interviews, I found a major component of BCAP to be reflection. Could I describe the best and worst leaders I’ve worked for? As I reflected on 17 years of bosses and why they were great or not so great, it clicked for me: the great ones led with empathy.

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Leader Development in Contact

Col. Michael J. Simmering - Outlaw 01 — Fri, 31 Jul 2020 01:57:31 +0000

Introduction

At the National Training Center, we spend time assisting units to build their understanding of doctrine, the operations process, the science of control, and the fundamentals our units must execute on the modern battlefield. While critical to our success on future battlefields, some rotational units overlook the most critical element of combat power: leadership.

Lightning Forge 20 Night Air Assault. U.S. Army Photo by Sgt. Sarah Sangster.

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The Importance of Relationships and their Effects on the Battlefield

Lt. Col. Jonathon Genge, Cobra 07 — Fri, 31 Jul 2020 01:38:28 +0000

It was a dry, hot day in August 2017 at the U.S. Army’s National Training Center in Fort Irwin, California. I was a Squadron Commander on mission in the middle of my unit’s rotation. Located on the key piece of terrain known as Hill 760, the position provided a good perspective of the battlefield as my Squadron conducted a zone reconnaissance from the Siberian Ridge, reconnoitering several avenues of approach towards Hill 780, Hill 800 and the Iron Triangle. The brigade was attacking to seize its main objective – the city of Razish. At this moment, two battalions were locked in a street to street, corner to corner fight inside the city. A crackle came over the radio with the brigade commander ordering the brigade reserve into the melee and for my Bravo Troop to assume the mission as the new brigade reserve.

U.S. Army soldiers assigned to Alpha Company ‘Sapper’ (Demo Team) 2nd Infantry Brigade Combat Team, 25th Infantry Division, Prepares for After Action Reviews after reducing an obstacle during a combined arms live-fire exercise at Schofield Barracks, Hawaii, June 22, 2020. (U.S. Army photo by 1SG Lekendrick Stallworth)

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Priorities

Chris Wagner — Fri, 12 Jun 2020 17:12:29 +0000

Suggestions and Lessons Learned

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 Sgt. Michael J. MacLeod

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Clearly defined and consistently communicated intent enable mission command throughout the organization. photo by Staff Sgt. Michael J MacLeos

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