The purpose of this article is to discuss military leadership.
We will cover traits of military leaders and FM 22-100.
In the Army, we have the Military Leadership Bible which is also known as FM 22-100.
Most top military leaders emulate the lessons and traits taught in FM 22-100.
The thesis of FM 22-100 is “Be, Know, and Do.”
In other words, be a leader.
Know your profession.
And lead by example.
Do the right thing the right way at the right time!
During my short 15 years of military experience, I’ve had the opportunity to serve with several dynamic military leaders.
These leaders all possessed similar traits such as: vision, leadership, decisiveness, technical and tactical expertise, intelligence and compassion.
Along the way, I’ve taken bits and peaces from each military leader I served with and formed my very own leadership style.
When I think of dynamic leaders, I think of military leaders such as General Colin Powell, General Patton, General Eisenhower, General Westmoreland and more.
And, these are just the famous generals.
There are many more successful military leaders that most people have never heard of.
These are the people who led troops in combat, but never became famous in the process.
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What’s Great About Military Leadership
What’s great about military leadership is that it is instilled upon all officers and NCOs throughout their military career.
From day one, new Officers are thrust into positions of significant responsibility.
As a young 22-25 year old Platoon Leader, they are directly responsible for 20-50 Soldiers.
As Army Officers progress through the ranks, they continue to develop their military leadership skills.
As a result, they get positions of increased responsibility and can eventually lead 5,000 to 30,000 Soldiers.
How awesome is that?
NCOs get a similar experience.
As a young Sergeant with two to four years of military experience you can serve as a Team Leader or Squad Leader leading anywhere from five to twelve Soldiers.
As you get promoted, you can eventually become a Platoon Sergeant, First Sergeant or Sergeant Major.
All of these jobs have an awesome responsibility.
While many Army Officers and NCOs utilize their military leadership to create a long, successful military career, some don’t.
In fact, many Officers and NCOs take their military leadership and leave the Army.
Because their military leadership skills are in such high demand in the outside world, they can easily find a new and rewarding career.
Where else would a young manager with only a few years experience have the skill-set to lead that many people?
The corporate world would rarely ever let a new college graduate supervise 50 people in their first assignment or put a 20 year old in charge of five to ten people.
Most civilian companies reserve their leadership positions for people much older than their military counterparts.
Most corporations assign mid-level positions to people in their late 40s or early 50s, whereas the Army would give a 25-30 year old the same (or more) responsibility.
The Mind Set of a Military Leader
In my opinion military leadership is really a mind-set.
We are all a product of our environment.
Most Officers and NCOs have always had tough, demanding jobs with large amounts of responsibility.
In other words, it’s all they know.
All they have ever been taught to do was lead from the front, set a strong personal example, accomplish the mission and enforce the standards.
They begin learning this process in their first assignment and continue it throughout their career.
The military leadership mindset boils down to (1) taking pride in what you do, (2) being mission focused, (3) living the warrior ethos (4) being a master at your craft, and (5) leading by example at all times.
It sounds simple, but it takes a lot of hard work and tons of discipline to succeed.
These early assignments usually “mold” the leader and prepare them for a long and successful career.
Military Leadership Skills
So, what type of leadership skills will you learn as a military leader?
Here are a few things that come to mind:
# 1 Mission Planning – This is a basic military leadership skill.
Officers must be capable of planning missions and preparing mission orders for their Soldiers to execute.
Officers and NCOs must learn how to take the plan created by their higher headquarters and formulate their own plan for their unit or section.
# 2 Administration – Officers and NCOs must prepare performance evaluations, submit reports and handle correspondence on a daily basis.
There is lots of paperwork in the Army and this is one really important thing to get done.
Officers and NCOs must learn how to write effectively.
# 3 Personnel Accountability – At all times, an Officer and NCO should know where their personnel are.
Personnel Accountability is one of the basic military leadership principles.
# 4 Equipment Accountability – Officers and NCOs often serve as “hand-receipt” holders which make them responsible and accountable for millions of dollars worth of Army equipment.
# 5 Decision Making – In combat, Officers and NCOs must make decisions that might get people killed.
Military leaders must be decisive.
They can’t be scared to make decisions.
They must learn how to collect the facts, analyze the situation, and make a decision at a moment’s notice.
They can’t be scared to make tough decisions.
# 6 Working in High Stress Environments – Serving in combat is like no other experience.
Long hours, high stress, casualties and fatigue make this experience something few civilians could ever comprehend.
Soldiers typically have a good work ethic and aren’t scared to put in long hours when needed.
# 7 Supervisory Skills – In the civilian world, it’s a huge deal to supervise 50 or more people.
In fact, I’ve yet to ever meet a civilian that supervised 50 people.
However, in the Army it’s very common.
Even young leaders in their 20s might supervise more people than this.
They must know how to write a counseling and how to sit down with someone and address the issue face to face.
# 9 Disciplinary Actions – In the military, military leaders often make tough decisions that determine the livelihood of their Soldiers.
Officers and NCOs must enforce the Army standards.
Sometimes failure to meet the standards will result in disciplinary actions such as demotions, separation from service, Article 15’s, court-martial, or pay reductions.
Military leaders must learn how to deal with poor performance and correct it.
Like any organization, promotions depend upon competence, potential and relationship building.
The military is a melting pot with people from every walk of life.
You must learn how to get along with, and lead, different types of people.
# 11 Strategic Thinking – This is the art of looking at the big picture, setting a vision, and formulating game plans to make things happen.
It’s the ability to step back from the details and look at the overall big picture.
Military leadership is an art.
It’s an art learned through mentor-ship and practical experience.
It’s also learned by reading manuals such as FM 22-100, going to military schools, and being a student of your profession.
Throughout history, some of the world’s best leaders were military leaders.
Unlike our civilian counterparts, Army Officers and NCOs are pushed into leadership positions beginning with their first assignment.
From day one, new military leaders are given positions of significant responsibility, which enables them to develop their military leadership skills and prepare for positions of increased responsibility.
What are your thoughts?
What’s your experience with military leadership?
How did it help you and what lessons did you learn?
Leave a comment and let us know.
I look forward to hearing from you.
Check out this post if you want to learn how to develop your military leadership skills.