When I was a private, I laughed when anyone referred to what we do as a “career.” Almost 12 years later, the Army Reserve has afforded me a mobilization, an AGR assignment, and a couple of ADOS tours serving aboard a vessel. When I compare those experiences to anything I have done in between as a civilian, they have undoubtedly done more to substantively and meaningfully develop me as a person and a leader. In this article, I will share some of those leadership lessons with you that I have kept with me. This list is not definitive; they are simply the six that lay the foundation for my pacesetting, direct-leader style. For mental retention, I reduced most of them to short adages and idioms.
I am sure many of you will read these and think to yourself, “that should go without saying.” I respectfully disagree. To quote George Bernard Shaw, “The single biggest problem in communication is the illusion that it has taken place.”
1. Opinions are not policies.
I wish I could quantify for you the exorbitant number of conversations I have interrupted of junior soldiers being misinformed on a process or policy by their leader, which in turn discouraged them from making a decision potentially beneficial to them. Perhaps disregarding an opportunity or missing an incentive because the leader’s “experience” warranted them to think the soldier would not be eligible for it. That is the wrong answer.
If the subject matter is out of your purview, and technically hard to understand, find someone whose job it is to interpret and explain it. If not, most answers are accessible to you by way of a search engine. The bottom line is to find the policy at its source, read it for comprehension, and cite it verbatim.
It matters because first, the more you know, the more you can share. Second, it shows your soldiers how committed you are to finding the correct information for them.
2. Complacency is complicity.
If you find yourself in a circumstance or environment that you believe does not adequately reflect the standard of your organization or profession, do something about it. If you cannot influence the whole, at least use your role to responsibly influence the some you have been tasked to lead.
3. Find someone to be accountable to.
There is much to say about the topic of accountability in the workplace. In the reserves, we are uniquely predisposed to a degree of dysfunction because most of the people we manage, we only see at minimum two days each month. Of course, the Army will appoint someone as your leader, and the hope is they will hold you accountable in achieving work-related tasks. I encourage you to go the extra mile and find someone outside of that person who is aware of your competencies, abilities, skills, and ambitions, and who can encourage you to be the best version of yourself every day.
4. Beneficial does not always mean best.
This is particularly for those training leaders who believe that adding more to the training schedule will make soldiers more well-rounded. That is not necessarily true. It is important to consider the depth of what you want someone to learn and how proficient you want them to be at it. The experience may help them but if it is information overload, it means nothing overall.
5. Let commanders command.
It may seem self-explanatory, but the last message you want to send to your soldiers is that you and only you have the competence to lead. You should always be willing to offer professional advice but once the commander makes a lawful decision, respect it and execute it. If you are not in the driving seat, sit back and be good company.
6. Find every reason to wear your dress uniform.
It means much more than a good photo op in sartorial splendor. It is about embracing all that our profession is. In my experience, it is a confidence booster, a résumé strapped to your chest. It helps you pinpoint where you have been in your career and inspires you to aspire to do more. How is this related to leadership? The tone starts at the top. Your embracement of the culture has an attitudinal impact on your soldiers.
