What Do You Expect From a General Officer?

BG Goddard,

Three things, Sir:
Judgement, perspective and maybe even a little wisdom.

I know that 's not a trivial expectation Sir but you did ask .. : )

Very Respectfully,

Fred Palmer

First of all BG (Join to see) First I want to congratulate you on your promotion and for the modesty and humility to ask questions. My dad was a veteran who died a few years ago and his best friend, Colonel Bob, will forever hold a big place in my heart. He visited dad more than anyone else and it made my dad extremely happy. My family didn't see this because they were far away but I did. Being a human is the best quality that a leader can have and even more when the party is ending that you are not forgotten by those who are leaders over you.p

With Lt Col Kline and Major Kline being family, and war heroes in WWII, Korea and Vietnam, rank is not an issue except for respect of rank symbolically and respect for the way troops are treated and revered.

Please do not change and thank you for your service.
Respectfully,
Larry

well sir, I expect my senior leadership to take care of soldiers of course. I think we really need to bring out discussions on rally point, & I think general officers should be apart of that discussion.
with all that said sir, I believe more look needs to be taken into warrior transition battalions.
I think we all need to man up and lady up, m file sexual harassment and sexual assault. word on the street is sexual assault and harassment have risen dramatically after dont ask dont tell was thrown out. by the way I love talking to generals. anytime you want to come by the crib for a drink, come on :-) I'm retired now

My old unit's (MSTP) mission was actually focused on "training staffs for General Officers" strangely enough. General Officers are the first level where you really see "the whole puzzle" (the box at least). Below that we normally see just a small section of it, just a few pieces.

The Generals (and General-Selects) that I have had the pleasure of working around were able to convey "vision" on a really broad scale. I know I'm not conveying this adequately, but "Vision" was their Mission.

When the Staff & Troops junior to the General get the Vision, the Mission just becomes easy. If you don't understand the Vision, every single task within the Mission is tedious, and far more difficult than it needs to be.

Sir, you hit the nail on the head with "Good Generals are not authoritarian, but solicit thoughts and opinions in order to be better informed."

AKA "Don't be a d**k"

I have worked for all ranks up to O-9 (just missing that O-10 badge)... the moment burned into my mind is the time a Lieutenant General gave me the stink-eye for doing my job.
This 'lowly MAJ' dared to answer the actual question the Lieutenant General asked, and after my bird-brain bosses (an O6 and a GS15) failed to answer, despite having briefed them repeatedly throughout the week, AND having just briefed the General on that EXACT matter less than 24 hours prior... but he's going to give ME the stink eye???? Yeah, set your rank aside and have some humanity "Sir".

(obviously NOT you, BG Goddard, as you posited the question with what seems genuine humility and integrity)

Congratulations on your promotion and assignment Sir.
You have already taken the first step in leading as a new B.G. Being willing to listen to others. After 33 years I have blessed knowing some really great General Grade Officers and full Col.'s. Keep the doors open to everyone no matter their rank. When on top and looking down you see only what isn't filtered by the trees. When you are the bottom and looking up you see even less. Leaders who spend time talking to and listening to those at bottom of the chain of command will likely find....Problems that can't be fixed at their level. A feel for the overall health of the organization. Is the organization on the right track? Do you have the right people in the right place. Will my staff be honest with each other and with me. Just a few areas you can explore and find answers to but only if you get out from behind your desk. Delegate as much as possible. You should be able to leave your office for an unspecified period of time and everything continues to march as though you have never left.

Best traits I have seen in Sr. Leaders are being honest and don't be afraid to admit making an error in judgement. Stand up and take responsibility when things are not going as planned. In short, don't pass the buck to someone else. Set the example and lead accordingly. Double standards are not allowed. Look for opportunity to recognize and award those that meet and exceed expectation.
Always be able and willing to explain why. When people know WHY they are more willing to do what is asked of them. It is also a good idea to explain why you made this decision etc. to give your decision a meaning and purpose.

Others on this post have given very good suggestions and wish you well on your new adventure.

Congratulations General, this is the first that I heard of your promotion, what I have seen and noticed in three of the G O's that I know, is that they listen to their officers and senior NCO's, and weigh the conversations then comes up with an opinion.

I know I am late to the conversation, and you probable have it ALL figured out by now, but having just seen it, I figured I would add a couple pennies....

"The buck stops here." I see (saw) far too little of this in 20+ years. I understand that even Generals have bosses, but dammit the buck stops SOMEWHERE, and often times that is a guy (or gal) with a star or two or four. If it is your decision, OWN it. Even if the decision was "forced" on you by higher/events/political situation/whatever.

Also, when reviewing/approving awards, cover up the rank. Yes, there ARE SGTs who deserve MSMs. Yes, there ARE CSMs who do not.

I would expect a leader at any level from Corporal to operational Command to tell me what, why, and by when. To provide me with as many of the assets I need, within his or her ability to deliver, and then leave the how to me. If I have questions or need wisdom, I'll ask.

Unless there is some immediate time constraint, I would also like the opportunity to present concerns of some potential unintended consequences, that may not have been foreseen from "loftier perches."

"Baby General"--I've never heard the term. "Brigadier" has a better ring to the rank and grade as history is replete with the accomplishments of great brigadiers.

My primary answer to your question is to retain the humility and perseverance of your rank and profit from the best decisions you made with your NCOs throughout the years. Not all of us can be Command Sergeants Major and work closely with division or corps' generals, but I was able to do just that as the Special Security Officer of the 82nd Airborne Division. I got to know several three-stars, two-stars, and the work-horse BGs during my time in the division and corps SSO and found the majority of them to be high caliber. But, then again, I served the "Gunfighter" of the 2nd Infantry and later at the XVIII Corps level and stayed totally professional with him.

I appreciate your willingness to stay in-line with the troops to work on their behalf as you serve in the upper echelons. And most important, your willingness to take suggestions, recommendations, and other types of advice from Rally Point members proves to me that you are still a soldier's soldier.

I wish you all the best.