leadership

The military is a noble profession filled with competent and committed officers and Noncommissioned Officers. It was my honor to serve as both an enlisted man and an officer. The intent of this playbook is to discuss a list of categories I found important as a leader. It is important to note that I have made every mistake a leader can make, but more importantly, I admit it, and have learned from my mistakes.

This paper addresses my concerns about issues raised by news media publicity surrounding the 2017 ambush in Niger that killed four Americans - members of U.S. Special Operations Forces (USSOF) Team OUALLAM - and the perceived mishandling of the U.S. Africa Command (AFRICOM) investigation results by U.S. Special Operations Command (SOCOM).

One of the hardest things a leader will ever have to do is accurately assess the performance and potential of his or her workers. Often, leaders have so much on their plate that really observing their people is a challenge, and it doesn’t help that there are false signals out there that can fool even the wisest of supervisors.

With posters on Mission Command adorning virtually every classroom at the US Army’s Command and General Staff College, and with its prominence as one of the pillars of the Army’s Operational Concept, the term Mission Command has become a buzzword. One of the concept’s true benefits relies on quality personnel, and developing those leaders through the proper use of historical case studies can help to not only make military history engaging but also useful in everyday duties for even a young officer or a non-commissioned officer, and contribute to developing quality personnel.

This essay challenges you to think differently about leadership, to see new meaning in familiar terms but specifically to draw an unfamiliar but hard distinction between leading and the functions of running an organization. It asks that you reject longstanding traditions about what is leadership or who is the leader and see it more as a collaborative effort, a state of being.

Failure in training is vital in unconventional and conventional warfare environments. Battalion and higher staff must fail in training and then correct their mistakes.

Good ideas should not have rank, they should have influence.

To succeed in complex environments, military leaders must change their leadership from a leader-centric to a more follower-centric model.

It is incumbent on all leaders of this generation to gain a better understanding of what makes up a subordinate’s background and subsequently, how to best lead them.

While many of the Army’s great leaders have blossomed on the battlefield without systematic development, there are doctrinal references that define leader development processes.