A tale of two leaders

SGT Aaron Dumbrow — Wed, 09 Dec 2015 03:16:33 -0500

As a young team leader in the Army, I arrived around the same time as our new platoon leader, let's call him Second Lieutenant (2LT) A. 2LT A was a former infantry sergeant, and should have been a great leader having lead combat soldiers for a number of years before taking a scholarship and going on to college prior to returning to active duty. Unfortunately, he spent most of his time in his office with the door closed. As a team leader I should have been the beneficiary of his leadership, with information being regularly disseminated to the chain of command from 2LT A. I was instead regularly given the wrong information since it was given just as the mission needed to be completed, having no planning time. Since no one wanted to follow 2LT A, the mission suffered, several platoon sergeants were reassigned before our commander realized he had a platoon leader issue.

Soon 2LT A was sent to a non-leadership staff position, and a new platoon leader came to our team, let's call him 2LT B was brought in. As a team leader, I was 4 levels below 2LT B, but his first order of business was to meet everyone. 2LT B was tough, he was an Army brat, son of a hard charging officer, and a natural leader. 2LT B rarely had his office door closed. If he wasn't buried in paperwork, he was in the common space training us, or out in the motor pool inspecting our gear. He didn't have many formal briefings, because he was always communicating. When we were out training, he taught us skills that weren't in our daily jobs like infantry patrol tactics, and intelligence gathering, and he challenged us to grow and be better. Under his leadership the team grew better and tighter, he was a true leader. Everyone of us, even those who didn't get along, would have followed him into enemy fire if called on to do so without question.

This is a true story, something I lived during my nearly 9 years as a U.S. Army. This isn't a story about how great 2LT B was, or how terrible 2LT A was, but it is a reflection on leadership. I believe we are all leaders, leading our own little tribes. If you don't understand this read Seth Godin's book Tribes. Today, most of my leadership is about leading communities. It is interesting, volunteers don't tend to follow orders well, they have to be convinced that what you are doing is for a greater good. The thing I learned about leadership from these two men is that we have to communicate, it shows that we care, and that we are genuine. We also have to be involved, people will only follow someone who directs for so long. One final thought, the most memorable part of the movie Patton was when the General pulls out his pistol and starts firing at the enemy bombers. Patton was a great leader because he was involved, and communicated with his words and actions that he believed in the cause. This translated into him being remembered as one of the great leaders.

We are always communicating, and we are always leading, whether we think we are or not. Good leaders are a part of the team, and are always showing how much they personally believe in the mission. Be the leader who shows it, and the leader who everyone wants to follow.

Response by PO1 John Miller made Dec 9 at 2015 3:19 AM

PO1 John Miller — Wed, 09 Dec 2015 03:19:24 -0500

Great advice and story. Thanks for sharing.

Response by Maj Private RallyPoint Member made Dec 9 at 2015 8:35 AM

Maj Private RallyPoint Member — Wed, 09 Dec 2015 08:35:46 -0500

Thanks for sharing your story! This reminds me of the lessons learned as a Lieutenant, whether the lessons are learned from other's mistakes or from my own. Communication with the team is important. Not only does vocal communication transmit information but it also provides interaction and face time with the troops.

Response by PO3 Thomas Gregory made Dec 9 at 2015 10:45 AM

PO3 Thomas Gregory — Wed, 09 Dec 2015 10:45:39 -0500

I was never in a leadership position while in the Navy but while a civilian I was an Assistant Manager and will say that communication and leading by example goes a long way in establishing trust.

Response by MCPO Roger Collins made Dec 9 at 2015 10:52 AM

MCPO Roger Collins — Wed, 09 Dec 2015 10:52:44 -0500

Never having been in this position, it is somewhat difficult to be objective. But that has never stopped me in the past. If I were to be going into a combat situation, purely tactical, I would want a 20 year experienced MSG or above with extensive rifle toting experience. If teaching a bunch of new 1st LTs in a classroom on strategy, logistics and the technical aspects of war, I would want the West Point Grad. IMO, there are many enlisted-officer appointments made for expediency and are treated as throwaways when time to cut the forces. JMHO.

Response by MAJ Ken Landgren made Dec 9 at 2015 1:09 PM

MAJ Ken Landgren — Wed, 09 Dec 2015 13:09:24 -0500

There I no excuse not to have training calendars and training meetings. That is when a lot of cross talk occurs.

Response by SGT Private RallyPoint Member made Dec 10 at 2015 10:15 AM

SGT Private RallyPoint Member — Thu, 10 Dec 2015 10:15:02 -0500

this reminds me an awful lot of the 2nd lt I had while in SHAPE, he did what 2 LT B did WHILE HE WAS A 2LT...once he got promoted to 1LT....he turned into 2 LT A in your story, he became almost non existent, when he WAS around, he became unbearable a regular 'mr. textbook' on the look out for those who bend or break the rules...once he moved on however, it became extremely LESS stressful.