In early 2022, I found myself in the Eisenhower Auditorium at Fort Leavenworth, Kansas, captivated as then-Army Chief of Staff Gen. James McConville shared his philosophy of “People First” with the members of my Battalion and Brigade Pre-Command Course. People First was all about emphasizing the U.S. Army’s greatest strength—its people. However, as I absorbed his words, I couldn’t help but ponder whether this message had permeated through the ranks. The Army’s People First philosophy is a powerful declaration of the institution’s...
Center for Leadership Essays
The “On Leadership” section at the front of Army Magazine is designed to stimulate thought and discussion on how to build and lead effective, cohesive, and honorable teams across the Total Army.
These essays were previously published in ARMY magazine.
Cautiously, the lead squad emerges from concealed positions along wooded high ground above the mock village. A man wearing civilian clothes and a frightened look approaches the wary point man as if motioning for help. Suddenly, a muzzle flash bursts from a second-story window in the village. The platoon leader quickly calls for smoke to obscure friendly movement. With a squad providing suppressive fire, the assault element plunges through the billowing cloud and rushes toward the mock village. Out in the field—just like in combat—duty...
The Ukrainian incursion into the Russian Kursk region in August marked a daring military moment, showcasing the importance of adaptability and leadership under pressure. For young leaders in the U.S. Army, there are lessons to extract from this action. You don’t have to be deployed to Europe or be on the ground next to the Ukrainian armed forces to glean lessons, however. The following lessons, including takeaways, don’t focus on just tactics or logistics, but extend to leadership qualities, mental resilience and strategic thinking...
I still remember the words of a U.S. Army major who worked for me: “Sir, you are tearing this team apart.” The time was January 2000. The location was Lithuania. I was an Army colonel. At that point, I had served just over 20 years in the Army on active duty and in the Pennsylvania Army National Guard. I had success as a unit commander and staff officer. I had recently left the command of a National Guard infantry battalion of about 850 soldiers. Because of past success, I thought I knew everything there was to know about leading...
The expectations surrounding large-scale combat operations are that they will be a time of lost communications and unique situations resulting in the need for all officers, but especially field grade officers, to take the initiative and act only on commander’s intent. This will require a level of critical thinking and independence that unfortunately is not as ubiquitous as one might desire in day-to-day U.S. Army operations. In addition, taking the initiative when stakes are high is not a value or talent that is instantaneously...
Dear Warrior, I write this letter as a guide, a beacon for leading in our complex and rapidly changing world. As someone who has navigated these challenges and witnessed firsthand the power of leadership, I am compelled and honored to share these insights with you. Forewarning: Your journey will be arduous, perilous and humbling. Be prepared to navigate diverse environments, including interconnected ecosystems, unfamiliar territories, paradoxes and difficulties. You also will encounter other humans, each with their own challenges...
Junior leaders undergo extensive schooling and training before leading soldiers. However, fear of failure still troubles even the most prepared. While most understand that learning from honest mistakes can lead to personal growth, the consequences of failure can feel exceptionally high in stressful environments like the U.S. Army, where performance evaluations are critical for career opportunities and advancement. Fear of failure can be overcome, but it relies heavily on two individuals: the soldier and their first-line leader. The...
The zero-defect philosophy or mentality has most likely occurred in your career if you have served in the military for over 10 years. Today’s buzzwords, such as Mission Command principles, innovation, commander’s intent and critical thinking, sound great, but it seems like some leaders don’t stand by them. “Zero defect” was a term coined by quality management pioneer Philip Crosby in 1985. The concept is to get the job done right the first time. This seems simple enough, but when applied in an environment that does not tolerate...
Throughout my military career, I have had the pleasure of attending dozens of retirement ceremonies for senior officers. Although their stories were different, a common theme seemed to emerge. Many of the officers lost their family along the way or, at the very least, did not spend as much time with their family throughout the years as they could have or should have. This is evident because their remarks during their ceremonies were filled with lament and phrases such as, “I’m sorry for not being there,” or “Your mom did a great job...
Just over 30 years ago, one of the U.S. Army’s most renowned and distinguished combat leaders passed away. Yet Maj. Gen. Aubrey “Red” Newman lives on in the numerous professional articles he penned, including 172 columns for ARMY magazine. Newman, who died in January 1994 at age 90, stayed closely involved with the Army until his last years. I learned much from him and his “The Forward Edge” leadership columns in ARMY, which spanned more than 21 years, ending in 1988. Three of his lessons have particularly stuck with me. Army leaders...