Values…
As I reflect on my 33-year US Army career, I believe it was the constant drumbeat of professional military values that consistently effected my decision- making process. In my view, the West Point motto of duty, honor and country could easily be extrapolated to reflect the Army’s seven core values of duty, loyalty, courage, honor, integrity, respect and selfless service. These values build character. These values define a moral responsibility and an ethical standard that are second to none. These values will cause a professional Army officer to do the right thing, for the right reason, every time – regardless of any personal cost.
The Military Academy has also published a list of nine principles that can also be used as a guide for an Army troop leader. They are duty, honor, loyalty, service, courage, competence, teamwork, subordination and leadership. It is from this list of principles that I shaped my own leadership philosophy, as it evolved over 33 years. All of them are important. I consider these three to be imperative: (1) leadership by example, (2) teamwork and (3) loyalty, that is, taking care of soldiers and their families.
My message to anyone who aspires to lead American soldiers in peace and war, is that they dedicate themselves to these principles of officership. They are the values and ethical standards that are the foundation of the US Army, as an institution. If you have internalized them, my guess is that they will quickly become the foundation of your own concept of leadership.
Excellent points. I’ve done and lived by many of these; especially taking the tough jobs. Thank you sir! 🇺🇸
Ed Pethan
This pertains to civilian jobs too. Airborne!
Cee Freeman
Standing tall and looking good Sir! Love the pressed, rolled BDUs! Really miss the level of discipline that was instilled by preparing our boots/unformed/inspectable items, for monday open ranks inspection! It took time and effort to stand out from your peers back then!
Ryne Chambers
The concept of a leadership philosophy was important for incoming Commanders to think about and publish with the Command Team. What are your thoughts? I’m hoping this is still a task new leaders take on.
Bill Edwards
Bill, I 100% advocate that every leader work on their ‘leadership philosophy’. If nothing else, it is an excellent thought-exercise; plus, we owe the Soldiers we lead some point of reference as their leader. I tried to expand on my experience with this in my memoir, as I retooled at every level.
As a leader with 33 years of military service, the lessons I have learned hold particular significance when examined through the lens of the D-Day invasion on June 6, 1944. Understanding and adhering to leadership principles were paramount during this historic operation. Leaders had to set the example by demonstrating physical fitness, mental resilience, and unwavering integrity. They had to accept responsibility for their actions and decisions, and show initiative in the face of immense challenges. Building cohesive teams was crucial for the success of the invasion, as individual soldiers relied on each other to overcome obstacles and achieve their objectives.
Taking care of soldiers was of utmost importance during the D-Day invasion. Leaders had to strike a balance between tough and fair treatment, ensuring soldiers were well-trained and prepared for the mission ahead. Setting high standards and enforcing them were vital to ensure operational readiness. Furthermore, effective communication played a critical role. Leaders needed to listen to their soldiers, keep them informed, and explain the purpose behind their actions. This helped foster trust and confidence, ensuring everyone was working towards a common goal.
The officer and NCO leader relationship was also integral to the success of the D-Day invasion. Platoon leaders and sergeants had to work hand in hand, with the platoon leader setting standards and policies, while the platoon sergeant enforced them. In the chaos of battle, the platoon sergeant often assumed leadership in the absence of the platoon leader, ensuring continuity and unity within the unit.
Training was a cornerstone of the D-Day invasion. Soldiers had to be prepared both mentally and physically for the challenges they would face on the beaches of Normandy. Leaders had to prioritize training, limit distractions, and conduct realistic and battle-focused exercises. They had to lead from the front, actively participating in training alongside their soldiers, ensuring they were fully prepared for the monumental task ahead.
Reflecting on the lessons learned from the D-Day invasion, it becomes evident that adherence to leadership principles, fostering strong officer-NCO relationships, prioritizing training, and taking care of soldiers were essential components of the operation’s success. The remarkable achievements of that historic day serve as a testament to the enduring value of these lessons, reminding us of the immense importance of effective leadership in the face of monumental challenges.
The values of our armed forces are unlike any in the civilian world. We bring to the table our unique God given gifts and talents which are reinforced along with the best training and experiences that will exist throughout life. We should appreciate and thank all veterans for their service, sacrifice, and contributions. These values and experiences offer our civilian employers and community outstanding results and commitment towards organizing excellence. May God bless all members of our armed forces and their families.
Scott McShan
Loved and missed the BDUs, great picture, and an image to the 82nd leadership.
As I transitioned out of Army, I can’t help to miss the good old days of the good old leadership which was the foundation of who I am as a leader, as a mentor, as a friend, as an administrator and all the roles one assumes as a NCO.
So today, I can look back and say that I have served with some of the greatest NCOs and Officers that the military has to offer.
However, I must step aside and allow the new generations to lead, and in my experience I can advise them on one thing, please allow the honor in our trade to shine over the weight of time, so our traditions overwhelm the change of time!
Carlos Pagoada
Dynamite, Jim!! …as usual, I might add.
I’m particularly struck by the extremely high caliber of leadership exhibited by the Airborne leaders, and the well-thought-out, progressive, and rigorous training they led, as chronicled in for instance Ambrose’s histories among others. In reading these, it becomes clear to the reader that the outcome of the D-Day airborne operations, while far from “predictable” in military planning terms, was in fact thoroughly determined by these two factors above all others.
Missed DZs mattered but little overall—individuals and small groups navigated to their objectives.
Scattered drops had the same small overall result—small, “disorganized” teams started doing their jobs as they were trained and played havoc with German units and especially communications.
A dug-in, well-equipped enemy was simply what they’d always expected.
Lack of heavy weapons didn’t stop them.
Being “out of commo” with leaders didn’t stop them either.
The list could go on, for quite a while.
These guys really set the example for leaders and soldiers everywhere.
Phil Hallenbeck
I just re-read your D-Day post with a little more time on station, and find myself even more interested than before!
There’s one area in particular that you hit on that I think would be worthy of another article, or two or three: The strong officer-NCO bonds in these units. As I reflect on the performance of these units, it seems to me that perhaps this special bond may have been the golden key to their stellar accomplishments. I think we would agree that now even more than then, the US Army’s NCO Corps is the envy of virtually every other army worldwide, and justifiably so. The officer corps is very solid as well, and every account I’ve ever read of the 82nd and 101st indicate that both officers and NCOs were great in their own right.
But, I can’t help thinking that these units, and other great ones like them, were and are far more than the sum of their parts because of that officer-NCO bond. In looking back on my career, the most purely joyful times were when I was working with great NCOs on a tough task: Each of us knew the proper focus areas and strengths and weaknesses of the other, and worked implicitly to bring the operation together and take care of our soldiers. Quite simply we were far better together than either would have been on their own. Even better, working with and visiting soldiers was even more enjoyable when I knew there were great NCOs shepherding their development and activities.
Your post brought back to me what a privilege it was to be a US Army officer.
Phil Hallenbeck
Phil, thank you for your thoughtful comment. I couldn’t agree more with your observations about the strong officer-NCO bonds in units like the 82nd and 101st during D-Day and their continued significance today. The officer-NCO relationship has long been recognized as a cornerstone of the U.S. Army’s success. The trust, respect, and collaboration between officers and NCOs create a powerful synergy that enhances mission accomplishment and the well-being of soldiers.
I appreciate your recognition of the NCO Corps as the envy of other armies worldwide – I discuss this in my memoir when discussing the post-Cold War engagement we had in the former -Soviet countries of Uzbekistan, etc. The experience of working with exceptional NCOs on challenging tasks is indeed a privilege. Together, officers and NCOs leverage their complementary strengths, knowledge, and expertise to lead, train, and care for soldiers. This unity of purpose and shared understanding fosters a cohesive and effective team.
I’m glad my post resonated with you and reminded you of the joy you experienced while serving as a U.S. Army officer. The officer-NCO bond and the invaluable contributions of NCOs continue to be instrumental in the Army’s success. It’s an honor to have been a part of such a remarkable profession. AATW!, Jim
If only Big Army could translate this succint core model into organizational training METL, it would be the best on the planet. All wars since Ceaser are won in the trenches by quality squads and platoons. Once the battle is joined, it becomes a small unit affair regardless of how many began. Focus on the small and you win big.
Keith Nightingale
Keith, you are 100% on target, and said it better than anyone else. Thank you for adding your historical perspective and straight forward words. AATW!
Your basic straight leg Infantry Squad is what wins the Big Fight and it needs the training and respect of its Commanders to be able to do so. Every other MOS in the Army is there to support the Infantry. I did my time in 10th SFG(A) on a SOT-A and was privileged to do so. My time prior as an 11B in a Mech Unit (4th ID) gave me the grounding I needed. Fortunately, I was trained by recently returned Combat Experienced NCOs who plied their trade in Vietnam. It served me well for the 22 years I served.
Donald Loughrey
The challenges will undoubtedly change…… yet these principles continue to live on. HOOHAH Airborne!
Brian Paolillo
Rock Solid. These leadership lessons are priceless, yet free for anyone to consume and apply. Most of the time, it’s the simplest of actions that provide the most value and benefit to subordinates. Leadership is about people. It does not come with rank or pay raises, degrees or fancy diplomas. It actually starts with you, the leader first, as the Colonel has stated here. If you can’t take care of yourself, you have no place leading others. Juniors, in any capacity (mil or corp) see right through fake leaders and poor planning. I’m not the best leader, but I’ve followed a handful of really, really good ones. Great read.
Joshua Adkisson
“There’s never a right way to do a wrong thing.” I would add that a good leader would always choose the hard right over the easy wrong. Thanks for sharing your wisdom over generations of leading and the impact you’ve had on generations of leaders. AATW
Joe Moore
I concur completely Sir. As a young Fire Support Team Sergeant with 1-504 PIR during Desert Shield/Storm, I attribute our success to all that you mentioned; Steady Leadership, Leader Development, Rigorous Training prior to and during Desert Shield, the Committment, Character, and Dedication of the individual Paratrooper and the support of the American people. I count myself fortunate and blessed to have shared in such a well-organized and executed mission amongst America’s finest Leaders and Soldiers. AATW Sir!!
Steven Payton
AATW! Steve. We were all blessed to serve together.
Following these principles does not mean that your days will always be like a bed of roses, but they will make them much more satisfying and productive.
Joe Harris
Joe, excellent point. Thank you for posting. Following the principles does not guarantee perfection, but leads to better outcomes for all parts of an organization.
Very nice! If we can’t keep it short, it is hard to recall. Leadership needs to be a practiced response in stressful situations. My philosophy is pretty basic, but I think effective.
Dave Roper
Exactly Dave, if a leader’s intent / message are not easily understood by members of a team, there is no path to success.