What guidance do you have on shaping the legacy we leave behind?

SGT Private RallyPoint Member — Fri, 05 Dec 2014 17:35:51 -0500

This is pretty much an all-encompassing thread.

As current service-members and vets, what is one thing that you wish you had done, as a leader, to impact your soldiers?

Alternatively, as a future leader, what examples have you encountered that are influencing your potential style of leadership?

The military, as a whole, is undergoing changes, both internally and externally. Our future leaders are learning by example, and the course of future attitudes is determined by what they (and we) are doing now.

So, what guidance do you have on shaping the legacy we leave behind?

Response by CW5 Private RallyPoint Member made Dec 5 at 2014 5:38 PM

CW5 Private RallyPoint Member — Fri, 05 Dec 2014 17:38:59 -0500

SGT Private RallyPoint Member, it may sound cliché, but I would be more of a servant leader. I see now, after 30 years of active duty and nearly 10 years as a DA civilian that "serving" subordinates is a great way to lead and to leave a legacy.

https://greenleaf.org/what-is-servant-leadership/

What Is Servant Leadership?

Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world.While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in…

Response by Capt Richard I P. made Dec 5 at 2014 5:47 PM

Capt Richard I P. — Fri, 05 Dec 2014 17:47:34 -0500

Ductus Exemplo: Set the example.

Response by 1SG Steven Stankovich made Dec 5 at 2014 5:48 PM

1SG Steven Stankovich — Fri, 05 Dec 2014 17:48:02 -0500

Great question SGT Private RallyPoint Member. I just went over 24 years time in service a few months ago and I have experienced numerous examples of what right looks like and what is nowhere near right. I think the important thing to remember as Leaders is that we are always in the spotlight. Soldiers are always watching to see how we react to whatever situation we are placed in. I believe that the most important rule to live by is, while it may seem cliché (to borrow from CW5 Private RallyPoint Member), to always to the right thing no matter who is, or who is not, looking over your shoulder. If you do and say right all the time, then the legacy that you shape will speak for itself and it should resonate throughout formations to come.

Response by TSgt Joshua Copeland made Dec 5 at 2014 5:52 PM

TSgt Joshua Copeland — Fri, 05 Dec 2014 17:52:26 -0500

I am going to quote myself...

"It is better to leave a legacy of people than a legacy of things. Things will get old, break and eventually be thrown away. People grow and pass those good things they have learned from you on. In this way, when you grow people, you are really ensuring that just a tiny part of you will live forever."

Response by SGT Richard H. made Dec 5 at 2014 8:26 PM

SGT Richard H. — Fri, 05 Dec 2014 20:26:43 -0500

HEY! Your profile says SGT, SGT Private RallyPoint Member. Congrats!

Response by PO3 Private RallyPoint Member made Jan 2 at 2015 1:59 PM

PO3 Private RallyPoint Member — Fri, 02 Jan 2015 13:59:29 -0500

To new SMs (aka future leaders) I would say: do your job to the best of your ability, all of the time; recognize your strengths and weaknesses and try to improve your weak areas; don't just do your job for awards or recognition.

To current leaders (and future leaders) I would say: think about how you would want to be treated by your superiors and utilize that to treat your subordinates accordingly. Be an advocate and a mentor.

Response by SSgt Private RallyPoint Member made Jan 3 at 2015 12:23 AM

SSgt Private RallyPoint Member — Sat, 03 Jan 2015 00:23:48 -0500

Be Know Do. It describes why the NCO exists. We hear buzz words and phrases thrown around so much we get numb to them. That doesn't mean that some of them don't have worth. If I'm not remembered for my character and knowledge, I've failed as an NCO.

Response by MAJ Ken Landgren made Apr 17 at 2015 9:53 PM

MAJ Ken Landgren — Fri, 17 Apr 2015 21:53:40 -0400

Response by MAJ Ken Landgren made Jun 18 at 2015 5:45 PM

MAJ Ken Landgren — Thu, 18 Jun 2015 17:45:16 -0400

Absolutely nothing. I told the 1SG and NCOs it was there responsibility to look out for the welfare of subordinates and groom them for more responsibility and rank. E-5s had the task of managing where the rubber meets the road with the soldiers. I refused to micromanage unless there was a glaring deficiency. Of course I had to look at the welfare of the whole unit, and used my rank to open doors and help rising stars.

Response by MAJ Ken Landgren made Jun 22 at 2015 7:34 PM

MAJ Ken Landgren — Mon, 22 Jun 2015 19:34:39 -0400

Response by MAJ Ken Landgren made Jun 26 at 2015 7:31 PM

MAJ Ken Landgren — Fri, 26 Jun 2015 19:31:02 -0400

Response by CPT Private RallyPoint Member made Jun 26 at 2015 9:15 PM

CPT Private RallyPoint Member — Fri, 26 Jun 2015 21:15:23 -0400

Be less critical of my subordinates and provide them with honest and sincere appreciation. In addition I would've seek more mentorship from my superiors and provided more mentorship to my subordinates.

Response by MAJ Ken Landgren made Jul 2 at 2015 3:33 PM

MAJ Ken Landgren — Thu, 02 Jul 2015 15:33:35 -0400

Here is a very good advice: watch the bad examples of leadership. I have a trickle down theory which is guidance, mentorship, and leadership trickles down to the troops. Take care, love your troops, and fight for them. I have found treating everyone with respect, compassion, and dignity fosters respect going up and down. This piece might be a harder task, have fun once in awhile. I wish you well on becoming a dynamic leader.