Evolving Leadership: A Semi-Short Take from A Semi-Old Knuckle-Dragger

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” —Jack Welch

???? I was recently conversing with a fellow Non-Commissioned Officer about the nuances of leadership in the Army. At the end of this social exchange, I immediately felt compelled to put my thoughts on paper and devote some self-reflection to the subject. This is the result……

???? In the crucible of military service, leadership isn't just about issuing orders; it's about forging bonds, understanding motivations, and fostering a collective spirit. Over my almost 17 years in the Army, I've come to embrace a leadership philosophy that blends the principles of servant leadership with a deep appreciation for the nuances of human behavior and the power of team building and branding. Here's my take on leadership, honed through years of experience, as well as some tough lessons learned from trial and error.

You Can Learn from Good AND Bad Leaders

“A boss has the title; the leader has the people.”—Simon Sinek

???? I have had my fair share of what I would deem “good” leaders, as well as my fair share of those I would assign the title of “bad”, “counterproductive”, or even “toxic” leaders. If I have learned anything of significance during my time leading red blooded, steely eyed Soldiers it is that learning from both good and bad leaders is essential for personal and professional growth. This is especially true in fields like the military where effective leadership can mean the difference between success and failure on the battlefield. As mentioned, over the course of my 17 years in the army, I've had the privilege of serving under various leaders, each offering valuable lessons, whether through their exemplary leadership or their shortcomings.

???? As you may expect, good leaders can serve as role models; demonstrating the behaviors and qualities that inspire trust, respect, and unwavering loyalty among their subordinates. By observing and learning from their actions, subordinates can gather invaluable insights into what makes effective leadership; essentially what "right" looks like.

???? What junior Soldiers and young leaders often fail to realize though, is that they can also learn from “bad” leaders as well. The challenge of having to navigate a tumultuous subordinate-superior relationship should not be seen as an obstacle but be embraced as an opportunity to discover their own individual leadership style; to prioritize through self-growth, to define what it is that is important to them as a developing and encumbant leader. In fact, the mistakes and shortcomings of bad leaders can often offer some of the most powerful and influential learning experiences, highlighting the pitfalls to avoid and the behaviors to correct when placed in similar positions of increased responsibility.

Servant Leadership

“Leadership consists of nothing but taking responsibility for everything that goes wrong, and giving your subordinates credit for everything that goes well.” -Dwight D. Eisenhower

???? At the heart of effective leadership lies the principle of servant leadership – the idea that leaders serve their followers rather than the other way around. I cannot elaborate or simplify this definition any further. This philosophy resonates deeply with me, as I've witnessed firsthand the impact of leaders who prioritize the well-being and development of their team members over themselves.

??? In the Army, when Soldiers are in the trenches, leaders should be right there with them, not barking orders from a safe distance or using their rank or position to attain pleasure, profit, or personal safety (I think I have read that somewhere?) Every opportunity to roll up our sleeves and work alongside our Soldiers demonstrates that we're not just leaders by rank, but leaders of action. This fosters trust, trust enhances loyalty, and loyalty leads to a sense of fellowship and camaraderie that is essential for mission success and quality of life in the military.

Understanding Motivations

“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.”? - Rosalynn Carter

???? Effective leadership also requires a keen understanding of the individuals under you. Soldiers are not a homogeneous mass; they are unique individuals with their own strengths, weaknesses, and motivations. As a leader, it's crucial to invest time and effort into getting to know your subordinates – what makes them tick, what drives them, and argueably most importantly, what demotivates them.

???? Some Soldiers are motivated by incentives – be it recognition, rewards, or opportunities for advancement or to be spotlighted amongst their peers. Others respond better to consequences – clear expectations and accountability structures. By tailoring our leadership approach to the individual needs of each Soldier, we can unlock their full potential (good!) and maximize their contribution to the team rather than place them in postions where their reactionary behaviors will not nest with the mission or Commander's Intent (bad!).

?Instilling Collective Pride

“The fastest way to change team culture is to change the leadership.” -Josh Axe

??? One often overlooked aspect of leadership is the power of branding – the ability to shape the collective identity and culture of a team or unit. Just as companies use branding to differentiate themselves in the marketplace, leaders can use branding to instill a sense of pride, purpose, and belonging among their Soldiers.

???? By creating a strong brand identity – whether it's through team mottos, symbols, rituals, or mascots – leaders can foster a sense of collective identity centered around ownership and accountability that transcends individual differences. This collective identity not only boosts morale but also shapes behavior in alignment with the team’s values and initiatives. When Soldiers identify with their team and take pride in their collective identity, they are more likely to go above and beyond in their duties and support their fellow comrades. While an effective leader never forgoes the foundational phase of team building, the act and efforts associated with branding the team serve as a catalyst and facilitate an expedited stay in this phase. Subsequently, this can enhance a leader’s ability to focus on the enrichment and sustainment phases of their respective teams, and all leaders know there is where the fun is at.

You Are Not Special

?“The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” -John C. Maxwell

???? Finally, I have learned that effective leadership in the military (and probably the civilian world too) requires humility and a recognition that no one is above the team. We all have issues. We all have problems. No one is immune to bad luck, Murphy’s Law, or a well-designed plan going off the rails. We all go through things, just at different times. The trials and tribulations of any leader’s day are not more or less important than that of the challenges and adversity any subordinate in their stead faces at any given point in time, they are just DIFFERENT.?As leaders, we must embody the Soldier Ethos – a commitment to selfless service, duty, and sacrifice. This means putting the needs of the mission and the team above our own ego, self-interests, and yes, sometimes our own problems. This means consciously and deliberately reminding ourselves that we are not special.

???? In the Army, rank confers authority, but it does not make anyone inherently superior. We are all Soldiers, bound by a common purpose and a shared commitment to service and the mission. By actively and deliberately embracing this mindset and leading with humility, empathy, and integrity, we can inspire greatness in ourselves and in the Soldiers we lead.

After Action Review

“When the work becomes more important than the people, the people don't care about the work.” -Someone smarter than me (probably)

???? In summary, and simply put, everyone wants to be on a winning team. Unfortunately, I have heard leaders and Soldiers state “This unit sucks.” I would routinely respond to them by reminding them that “Well, if the unit sucks, I guess you suck too then, because you’re a part of this unit.”

???? Being a leader in the Army has taught me invaluable lessons about leadership – the importance of servant leadership, the need to understand and motivate individual Soldiers, the power of collective identity, and the humility to recognize that we are all Soldiers. By embracing these principles, I believe leaders can build stronger, more cohesive, and loyal teams capable of overcoming any challenge in any environment. Being a leader is not a license to do less, it is an obligation to do more.

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