What Do You Expect From a General Officer?

BG Private RallyPoint Member — Fri, 24 Apr 2015 11:04:42 -0400

For those of you who have been on RP for a little while, you know that I was promoted to BG (Baby General) only six months ago. While I think that I have a pretty good idea of what I should be doing, I would like to get your feedback. Too often, I find that personnel are afraid to have a discussion with me, when that is exactly what I do want. Good Generals are not authoritarian, but solicit thoughts and opinions in order to be better informed. More importantly, we have to explain why certain decisions are made the way they are and not just "because I said so". So let's open up the floor...

Response by Capt Private RallyPoint Member made Apr 24 at 2015 11:14 AM

Capt Private RallyPoint Member — Fri, 24 Apr 2015 11:14:30 -0400

General, be a leader, but, never forget your listening skills. Folks will most likely not come to you you need to go to them.

Response by SGM Erik Marquez made Apr 24 at 2015 11:20 AM

SGM Erik Marquez — Fri, 24 Apr 2015 11:20:19 -0400

Sir having worked for (with) several GO's in 1CD..and a few more assigned to RC-E in Afghanistan I can say for sure you're on the right track... It will always be your decision, your priorities, but the ideas and "how" will come from your subordinates, .....if you allow it.

What do (did) I want from the GO's I worked for? simple really. Tell me what you want as an endstate, give me the commanders intent, clearly articulate the left and right limits and your timeline, be open and honest in what you need as feedback during and after completion. And then walk away.

Be open and ready to provide clarification along the way.. DO NOT wait until task completion to check in or provide guidence, only to say.. thats not what I want AFTER the task and work is complete.

Be ready for "Sir, that won't work.. here is why, here is what we can do" Accept it , guide it, or change the conditions your subordinates have to work in so your endstate can be met.

Response by SPC Jan Allbright, M.Sc., R.S. made Apr 24 at 2015 11:30 AM

SPC Jan Allbright, M.Sc., R.S. — Fri, 24 Apr 2015 11:30:00 -0400

Brigadier, Congratulations and thank you for your service.
I would not presume to offer any advice to someone of your stature.
I would say that the officers I admired the most were the ones in the front (leading by example).
Having a set of bone handled revolvers also helps.

Response by SSgt Private RallyPoint Member made Apr 24 at 2015 11:39 AM

SSgt Private RallyPoint Member — Fri, 24 Apr 2015 11:39:50 -0400

I would say, do exactly as you intend. Surround yourself w/ your people, so that they can learn from you & you from them. Never EVER forget your 'worker bees'. Don't let the 'outside forces' get between you & your people. Be like Bradley - the soldier's General.

Good luck, sir!!!

Response by TSgt Joshua Copeland made Apr 24 at 2015 11:40 AM

TSgt Joshua Copeland — Fri, 24 Apr 2015 11:40:30 -0400

Sir, first and foremost, thank you for offering this up!

I would start with this, and it applies to every rank across the board, be the General you wanted/needed as a Junior Officer. Understandably, what we want and what we need are often at odds with each other, but as we mature, we can look back and see what would have made us a stronger individual.

As a leader, I think all members simply want to have a Sr Leader that is as transparent as reasonably possible and able to articulate to their subordinates the reasons behind the hard choices. These of course do not always have to be "real time" as that might hinder the mission. The ability to take the most junior member of your command and be able to directly link their AFSC/MOS/NEC to the unit's overall mission cannot be stated enough. Using my own area as an example, being able to tell the plumber in Civil Engineering how their job enables Nuclear Deterrence Operations without it sounding like lip service but in a real and genuine way.

These both tie directly in to actually caring for your subordinates vs simply managing their processes. Processes are important and crucial to the long term sustainability of any organization. Caring at the GO level is different than at the NCO/Junior Officer level. Articulating what you are doing at the Command level to improve their processes, their QoL, their training, etc. goes miles in engendering subordinates that WANT to follow you. Even if those pushes fall flat at Higher Headquarters, the fact that you CARED enough to try is what matters.

Response by CPT Private RallyPoint Member made Apr 24 at 2015 11:49 AM

CPT Private RallyPoint Member — Fri, 24 Apr 2015 11:49:20 -0400

Sir, I think that largely depends on your job. If you are a troop cdr, I would expect that proper use is made of Soldiers' time - not wasting it with tasks that really don't need to be done. Develop your leaders. Aside from bolc, I have never had an initial counseling and I have only had an exit interview by a cpt I worked for when he left. Above all, Take care of your people. Remember that most of the soldiers may not have cars and live in barracks. Think about how policies affect the machine. Knee-jerk reactions only serve to perpetuate toxicity in the formation. Give your soldiers the tools they need to need to complete the mission and make sure the mission is realistic.

Sorry if this post is oddly formatted or worded. I am using my phone to post

Response by Sgt Aaron Kennedy, MS made Apr 24 at 2015 12:01 PM

Sgt Aaron Kennedy, MS — Fri, 24 Apr 2015 12:01:43 -0400

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.

Response by SSG Leonard Johnson made Apr 24 at 2015 12:03 PM

SSG Leonard Johnson — Fri, 24 Apr 2015 12:03:12 -0400

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

Response by SGT John Wesley made Apr 24 at 2015 12:04 PM

SGT John Wesley — Fri, 24 Apr 2015 12:04:19 -0400

I remember Gen. Schwartzkopf, he spent a lot of time around the troops, not so much at parade fields, but dined with them, visited them in garrison and in the field. He was not one of those Generals that felt he was above the fray, he seemed to enjoy getting out there.

Congratulations on your promotion Sir!

Response by CW5 Jim Steddum made Apr 24 at 2015 12:12 PM

CW5 Jim Steddum — Fri, 24 Apr 2015 12:12:02 -0400

Sir, I think you answered the question in your post. Explaining, or even selling, the 'why' (both up and down the chain) is very important for subordinate leaders to take ownership. I have also found with my GOs that the best are the ones that do not stop leading from the front. They make their rounds, talk, solicit information and give feedback (positive and negative) to the force, and set the example.

Response by 1SG Michael Bonnett made Apr 24 at 2015 12:19 PM

1SG Michael Bonnett — Fri, 24 Apr 2015 12:19:10 -0400

What I expect and what they should be are two different things.

A certain General recently in the news should have been court martialed. He was allowed to retire. The FBI went after him. He cut a deal yesterday. He should be prison.

I can honestly name twenty Officers of General or flag rank in the Army, Navy , Air Force or Marines who should have been court martialed for everything from delectation of duty to sexual improprieties to dealing in classified materials to interfering in the justice system to perjury to blackmail to interfering with Congressional oversight to you name the disgusting crime and I can give you the name of a General officer who has done it and been allowed to retire.

And their fellow General officers have done nothing except white wash those whose crimes were so egregious a Court Martial had to be convened and they them ignored all of the evidence and let them retire...

So to sum it up I expect the following from any General Officer I meet.

No moral character at all, none.

Greed...

Lust and the knowledge that no matter what they do they will not be held accountable. Do not leave a 13 year old girl alone with one, or a nine year old boy....

Shamelessness -

Vindictiveness - " I find that personnel are afraid to have a discussion with me" This is a lesson learned because of your peers. Until you and yours hold your own accountable this is not going to change.

If you do not fit this mode , good for you but I am reminded that the last General who was willing to end his career, i.e. place his troops over himself, was from World War II.

You have your work cut out for you.

The next time you are talking with your peers remind them that, as in any society, they are judged by not just by their actions, but by how they deal with their peers who do not measure up...

The current crop of Senior Leadership is a stain to every Generation that has come before, and that is a fact that can not be disputed.

Response by MAJ Private RallyPoint Member made Apr 24 at 2015 12:21 PM

MAJ Private RallyPoint Member — Fri, 24 Apr 2015 12:21:54 -0400

Don't forget where you came from. By which I mean the lower ranks. The mission has to happen but a GO can make it difficult or easy on the lower ranks.

Be approachable and do not shy away from an atta boy to the lower ranks. An approachable leader will have his Soldiers follow him to the Gates of Hell, if he earns their loyalty, even if it means absolute death.

And most importantly, if you retain nothing else from this thread, please find that damn Good Idea fairy, kick him where it hurts, and throw him out a window. We have too many good ideas and not enough common sense in the Army ( I was going to say upper ranks but I think the entire Army).

Response by MAJ Ken Landgren made Apr 24 at 2015 12:28 PM

MAJ Ken Landgren — Fri, 24 Apr 2015 12:28:24 -0400

Sir,

I want GOs who can look into the tactical and strategic environment to see what the military problem, is so we can find a solution that is not being applied, and preparing us for future wars.

Response by 1SG Private RallyPoint Member made Apr 24 at 2015 12:50 PM

1SG Private RallyPoint Member — Fri, 24 Apr 2015 12:50:53 -0400

I once asked why we never saw any GOs on the old AKO discussion forums. Most of the answers centered around the idea that their opinions could be too easily mistaken as policy.

I am glad to see you shopping this here on RP sir.

In my opinion, it is important that high level leaders take the time to get the pulse of their command and ferret out real issues. SMA Daley has been an exceptional example of this.

Sie, set high standards, live by them, and expect those under your command to do so as well. That is what I expect from a GO
.

Response by LCDR Private RallyPoint Member made Apr 24 at 2015 1:29 PM

LCDR Private RallyPoint Member — Fri, 24 Apr 2015 13:29:16 -0400

Sir, I wish I could give glorious insight, but I haven't been an officer long enough to see the impact flag officers have on my life; I'm still mired in learning my aircraft and mission. So, the best I can come up with is the same I would say to any of my superiors:

Make your instructions and expectations clear and concise, and do the same when explaining what we can expect from you. None of that "Message to Garcia" stuff. When everybody knows what's expected and what to expect, we can work hard at achieving those goals rather than floundering around, confused and ineffective.

Response by 1SG Private RallyPoint Member made Apr 24 at 2015 1:48 PM

1SG Private RallyPoint Member — Fri, 24 Apr 2015 13:48:23 -0400

BG Private RallyPoint Member, you happen to be in my CoC, so this to me is a bit closer to home.
I expect clear guidance on priorities of training and resource A single "Command Guidance" memo is not sufficient; personal time spent with subordinate commanders to impart and reinforce your vision of where their formations should be going is critical.

I thank you for your recent visit to my unit. That was a good start and speaking for myself, I appreciate the face time.

I have a specific suggestion:
Working in a resource-restrained environment, it seems to dominate the conversation that "we can't do as much". There are many ways to be creative when generating quality training. Since we are in the business of people, our best training environment is in our own backyard and costs next to nothing.
The advice: seek out these ideas from the field and socialize the best ones as you travel around the CACOM.

Thank you for having the humility to reach out like this, It portends well for your tenure.

Response by MSgt Private RallyPoint Member made Apr 24 at 2015 2:49 PM

MSgt Private RallyPoint Member — Fri, 24 Apr 2015 14:49:40 -0400

BG Private RallyPoint Member I have been lucky to work very closely alongside some Army and Air Force GO's when I was assigned to Centcom PSD mission. After having many a conversation with the 2-star I was assigned to, he realized he truly didn't have much knowledge outside the flying world. He made it his mission to know as much about the other career fields as he possibly could. Many hours out meeting and greeting. Trust me, I was there the whole time!

When you say that "personnel are afraid to have a discussion with you", I would assume that once you make a presence on base/post, every O6, E9 within the CoC is there waiting to filter some off-wall-question (sometimes warranted). But seeing the rows of Col, SGM, etc.. will shy most folks away. My advice would be to make sure you are that approachable person to help put the lower ranks at ease when they see you. And when explaining decisions, don't sugar coat it! Folks can tell when it is the old "company line" message. Give them a sincere reason of your decisions.

Response by SPC Private RallyPoint Member made Apr 24 at 2015 3:15 PM

SPC Private RallyPoint Member — Fri, 24 Apr 2015 15:15:07 -0400

Coming from the bottom of the totem pole Sir, I would say provide an opportunity for the lowest level to contribute ideas. The best thing I've seen was a in person survey (albeit conducted by a contractor) from G3 that would go straight back up to them. We were asked about equipment requirements, what we liked and didn't like about a new vehicle, and any general comments or suggestions on how to change things at the unit level.

The big thing I took away from it was skipping the chain of command so to speak. When something like that gets passed down from 20th to Group to Battalion to Company then back up, a lot of stuff gets removed, changed, misunderstood etc. Sometimes the things that don't make it back up to the top are the things that the guys on the ground were hitting on as being the most important. It goes back to the old joke about the general putting information out about Haley's comet passing by which eventually turns into General Haley is going to be driving by in his comet.

Also, as you mentioned Sir, we for the most part are terrified to speak up when someone of your rank is in the room. Especially the lower enlisted. Either one is afraid of retribution from superiors (regardless of how likely that is, most times it isn't), or just of looking dumb in front of both their peers and their boss's boss's boss's boss's boss. No idea on my end of how to fix that other than asking specific questions rather than an open ended one. Asking if there are any problems will result in no one speaking up. Asking how many people like this one aspect of one part of equipment is much more likely to get a avalanche of opinions and thoughts started so to speak.

Response by SGT Richard H. made Apr 24 at 2015 3:18 PM

SGT Richard H. — Fri, 24 Apr 2015 15:18:05 -0400

Sir, my first thought when reading this was "who the heck am I to tell a General what I want from him".

Moving past that, and on to my second thought, my take on this is that I would want a General (In my world, that's a Division Commander or somewhere in that neighborhood) to seek and implement input from his Sergeants Major. The division Sergeant Major is a great start, but perhaps even meeting with the Brigade and Battalion Sergeants Major from time to time. These are soldiers that have been at every enlisted level under you, and probably in more than one era, and still have their fingers on the pulse of what's going on there. This may likely be the most valuable resource at your disposal and will offer you information on which to base decisions from people who won't likely be just telling you what they think you want to hear. The concept that "no one of us is as smart as all of us" applies.

Response by CCMSgt Private RallyPoint Member made Apr 24 at 2015 4:06 PM

CCMSgt Private RallyPoint Member — Fri, 24 Apr 2015 16:06:08 -0400

Utmost congratulations on the promotion, sir.

Three things: Leadership, leadership, and leadership

1). Leadership (Mission) - End-state, operating parameters and boundary conditions. I'll plan the flight--I'll worry about getting us there. Outside of the box thinking is a gift not a curse. Give me good vectors when I get off course.

2). Leadership (People) - Leave the managing to me and your O6s. We got it covered. You need space to make the big decisions. Culture is a great place to start. If the culture is great, there's so much we can do building a team. Develop your Os and let me know what you need in the Es.

and finally...
3) Leadership (Bond) - From my seat, I need your trust and top cover. If I have that, I'll give you the enlisted that I work for. Be honest and trust me, and you'll have more than that in return. If there are leadership issues that I can't bring to you, I'll just keep bringing them...the choice is up to you to address it now, or in six months. If I close the door, be ready to hear some truth--but, understand after we go toe to toe, I'll let you buy me an adult beverage at the club. After all, we are a team, and you are stuck with me...hard Ukrainian cranium and all.

Response by SSgt Private RallyPoint Member made Apr 24 at 2015 4:33 PM

SSgt Private RallyPoint Member — Fri, 24 Apr 2015 16:33:29 -0400

First of all BG Private RallyPoint Member 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

Response by CW5 Private RallyPoint Member made Apr 24 at 2015 5:30 PM

CW5 Private RallyPoint Member — Fri, 24 Apr 2015 17:30:45 -0400

Sir
I have been a Warrant for 28 years. I have lived with the line soldiers, ate their food slept in the same conditions, shared the same battle space as an E-1. You will not get the true feeling and answers until you get rid of the filter. That is the filter of reprisal. To many officers surround GO'S and COL's filtering the truth at times. When I have given advice it's got filtered even put on a gag order when troops health was at risk. Decision are made based on information when you have half the answer that decision is only half made .so I would find away to loose the filter and have a hand on the pulse of any group of soldiers. I ve seen Commanders punished for taking the path of the hard right. Not the Coward of the easy wrong. I would find the true pulse of the line soldier. Listen and adapt change to meet the Commanders intent. If allowed I would put on an E-4 uniform and live and work with them.

Response by MSgt Steven Holt, NRP, CCEMT-P made Apr 24 at 2015 6:04 PM

MSgt Steven Holt, NRP, CCEMT-P — Fri, 24 Apr 2015 18:04:18 -0400

Sir, in my humble opinion, you've already started on the correct foot. Namely, you've put yourself out there for open comments from the rank and file.

I think all to often senior leaders (officer and enlisted alike) automatically discount an idea simply because it came from the lowest Pvt/Airman/Seaman/Lt. These young troops may be green and untested in every sense of the word but that doesn't mean they are clueless.

Never be afraid to hear the word, "No". I've seen too many cases of commanders and units as a whole go down in flames simply because the Boss didn't want to hear someone say, "No sir/ma'am. That just won't work." Would you rather hear the truth or have your house burn down around you because everyone was afraid to tell you there was smoke in the area?

Just a suggestion, but make sure your staff (ie: the Colonels, LtCol's, SGM, etc in your support group) understand you want frank and open dialog with the troops (assuming proper military decorum and protocol is followed!). I was told many times, "YOU CAN'T GIVE THE GENERAL BAD NEWS!! S/HE DOESN'T WANT TO HEAR THAT!!" In the end, that's exactly the type information a good commander needs to make the best informed decisions.

Best wishes sir. From what I have seen so far, I think you are exactly the type of commander I most respected and enjoyed working for.

Response by CPT Private RallyPoint Member made Apr 24 at 2015 6:06 PM

CPT Private RallyPoint Member — Fri, 24 Apr 2015 18:06:24 -0400

First sir, congratulations on the promotion.

From a General Officer, the biggest thing I can say is try to be active with the troops and understand them. Be out and about with your soldiers during PT; do not limit your interactions during physical training to esprit de corps runs. I've watched General Officers come down and ask to join platoons during their PT. He never took it over, just did what the plan was and tried to be around the troops (although when it came to competitions, he did get a bit competitive).

Try and get out to the range/field some time with the unit, but don't let that interfere with their training. I've watched great training/operations become "dog and pony shows" when there was a hint of a GO coming out.

Remember where you came from and be humble. You have the ability to make decisions that will help soldiers become better.

I wish you the greatest luck and success in your endeavors sir. Thanks you for reaching out.

Response by MAJ Private RallyPoint Member made Apr 24 at 2015 11:56 PM

MAJ Private RallyPoint Member — Fri, 24 Apr 2015 23:56:15 -0400

Sir,

Coming from a junior leader who interacts with Soldiers everyday, please consider two things:

1. Every visit to a subordinate unit (inspections, town hall meetings, FOB visits, motor pool sightseeing, PT, etc.) has a cascading effect on all of us on the ground. What takes all of 5 minutes of your time to land, shake hands, and take off requires hours if not days of meticulous preparation done behind the scenes.

2. Knee jerk reactions and mass punishment to the division is not conducive to good morale and esprit-de-corps. Too often I have to explain to my Soldiers why they are being further punished and restricted because some idiot in another brigade decided to drink too much and commit UCMJ violations.

Sir, thanks for taking the time to solicit expectations and opinions from those in your formation.

Response by Lt Col Jim Coe made Apr 25 at 2015 3:19 PM

Lt Col Jim Coe — Sat, 25 Apr 2015 15:19:17 -0400

I was very impressed with the philosophy one of our CGs expressed at his first all-hands. He spoke about the covenant relationship between him and us. He agreed to lead us with integrity and openness representing us to both of his bosses (he worked for two 4-stars) to get the resources we needed. He expected us to agree to be good followers, including telling him if he was about to hit an IED. He explained our mission succinctly: keep soldiers alive and bring them home.

After his speech, I remember turning to one of my fellow DACs saying, there's a real Army General!

Response by CW2 Joseph Evans made Apr 25 at 2015 3:51 PM

CW2 Joseph Evans — Sat, 25 Apr 2015 15:51:48 -0400

1. Depth of character
2. Integrity
3. Humility

I think there are a lot of seniors that tend to forget where they came from. They also tend to forget that they are still a servant of the people and a steward of Soldiers.

"Be LEGEN.... wait for it.... DARY."
~Barney Stinson

Response by Sgt Darrell Robinson made Apr 25 at 2015 4:09 PM

Sgt Darrell Robinson — Sat, 25 Apr 2015 16:09:25 -0400

I strongly believe, that a leader whether they be Brigadier General, all the way up to the President of the United States of America, must be willing to follow the same rules, and or beliefs that they impose, and or request their fellow soldiers, and or peers to follow and adhere too. This in my opinion makes for a better team leader, whether it be a team on a flight of airmen, or a team of American citizens in our country.

Response by MAJ Private RallyPoint Member made Apr 26 at 2015 2:04 AM

MAJ Private RallyPoint Member — Sun, 26 Apr 2015 02:04:24 -0400

Sir,

First off, congratulations on your promotion. Secondly, your soliciting feedback speaks well for your character. I believe you're already on the right track. Here's what I would respectfully submit:

1. Be consistent and be fair. Standards need to apply to everyone equally. For example, a LTC and 1SG receiving a court martial for the same offense should not receive wildly different punishments.
2. Allow your subordinate commanders to do their job. While I was deployed my BDE CDR started dictating the task organization for our Platoons and Squads, completely cutting out his PLs and CDRS. It didn't do much for our morale to say the least.
3. Be visible. As a member of the Reserve Component I'm well aware how far apart our units can be geographically. However in the last 3 years I've seen my BDE CDR once and we're only 3 hours apart.
4. Mentorship. This is something we struggle with as a force.
5. Remember what may make sense at your echelon may not at the Squad level. Be willing to accept feedback on this.
6. Lead from the front. Showing up at my field CP in a spotless uniform and field gear tells me you're not sleeping on the ground like we are. While I understand the immense demands on your time and the nature of your mission v. mine, too often it seems like above the Company level our leadership stays in the rear while the troops sweat in the field.
7. Be a warrior, not a politician. I've served in units where troops were suspicious of BN leadership's intentions and doubly so of BDE and DIV. The lower echelons need to know you have their best interests in mind.

Best of luck in your command sir.

Response by SFC Private RallyPoint Member made Apr 26 at 2015 4:36 AM

SFC Private RallyPoint Member — Sun, 26 Apr 2015 04:36:05 -0400

Sir, first off, congratulations. My breadth of view is significantly narrower thanks yours but I will say what I did not like as a junior leader and what I did.

When I was a SGT, we got a policy memo from the USAREUR commander where it felt like he was in my squad trying to tell me how to run my troops. Since when did a four star need to be at my level. I did not like that.

I had the privilege of working for BG Grange while he was the division commander. His straightforward and honest leadership are still with me today. I would have charged hell with a bucket of water for that man. I do believe, if I met him today he would ask about my family by name.

Response by 1LT William Clardy made Apr 26 at 2015 12:03 PM

1LT William Clardy — Sun, 26 Apr 2015 12:03:47 -0400

Sir, my strongest suggestion for a general officer would be to regularly arrive unannounced.

I still remember my mixed feelings from the time my battalion lost a weekend to weapon-cleaning after the deputy commanding general walked into Alpha Company's orderly room and discovered some rusty rifles while inspecting racked weapons in the arms room. I didn't like us having to draw and clean every weapon, but my inner corporal liked the idea of a general who could show up anywhere and didn't mind getting his hands dirty checking the basics.

Around the same time, our incoming battalion commander used a similar technique to make sure we used our troops available training time effectively by asking soldiers in the battalion area who were moving less than briskly what they were supposed to be doing right then. If the soldier seemed unsure in his answer, he and his chain of command got an opportunity to clarify the BC's understanding sometime after 1800 evening.

Both officers were very low-key in their demeanor, but they made it clear that they meant business about holding our feet to the fire if we didn't perform our best every day.

Response by MSgt Private RallyPoint Member made Apr 26 at 2015 12:58 PM

MSgt Private RallyPoint Member — Sun, 26 Apr 2015 12:58:28 -0400

Encourage preparedness -- at all times not just during inspection and crisis modes

Be Decisiveness ---right or wrong make a decision

Compassion---remember Soldiers are people they mess up....hold them accountable, kick them out, return them to duty, but do it with compassion

and Trust----not in themselves but in their subordinates. There is nothing worse in my opinion that working for boss that does not trust those working for them. I've seen it many times. If you don't trust someone to get the job done, don't task them with it...replace them. Always be willing to give those around you the opportunity to fail .......you'll be surprised what people can do when given the opportunity.

One of my old supervisors, SSgt Meighan, told me these four things were the most important things one should expect from both their subordinates and their commander. After 20 years his words never lead me wrong.

Response by BG David Fleming III made Apr 27 at 2015 9:39 AM

BG David Fleming III — Mon, 27 Apr 2015 09:39:21 -0400

Sir, one high ranking GO once said as he was delivering bad news to the troops,"There's nothing I can do!" I strongly recommend not uttering that phrase in context that it's beyond you.
Stars make things happen. If your going to tell them anything tell them what you've doing and are willing to fight for! In my eyes on that day, the GO seemed almost defeated!

Response by SGT Wain Lyden made Apr 27 at 2015 10:32 AM

SGT Wain Lyden — Mon, 27 Apr 2015 10:32:02 -0400

Well said Spc James John. Alot of time it come down and goes back up the chain but not the way you put it. Maybe a survey would be a good way for B.G General to have an ideal on what his or her troops need and don't need. As a retired mess Sgt. I found out what the troops like more in eating and I did my best to provide the meals they would be more happy with.

Response by CH (MAJ) William Beaver made Apr 27 at 2015 8:29 PM

CH (MAJ) William Beaver — Mon, 27 Apr 2015 20:29:47 -0400

Sir, quite simply, to never ever forget where they came from. Godspeed Sir.

Response by LTC Private RallyPoint Member made Apr 28 at 2015 3:21 AM

LTC Private RallyPoint Member — Tue, 28 Apr 2015 03:21:54 -0400

Sir, the one thing that I would say all senior-level commanders and General Officers have the propensity to do is become a walking sound-bite. There are issues that everyone needs to take seriously, but so often when being briefed it seems like they are just waiting to talk and they are not listening to the analysis that is being provided. The best GOs that I have worked for have always stress their staff to think and provide thoughtful forward thinking analysis to not only them, but to the subordinate units that work for them.

Response by CPT Private RallyPoint Member made Apr 28 at 2015 6:29 AM

CPT Private RallyPoint Member — Tue, 28 Apr 2015 06:29:13 -0400

I may be a lowly LT but I would say to establish a climate that places the Army values and professionalism at all levels. One of the the most tragic books I have read was Black Hearts. The leadership at the high levels came into question and went unchecked. If a senior leader has questionable methods of leadership then someone has to question them. It is frightening to see the impact of a leader can have when they become toxic. I doubt they started doing that they were a Battalion Commander.

Response by Maj Private RallyPoint Member made Apr 28 at 2015 12:31 PM

Maj Private RallyPoint Member — Tue, 28 Apr 2015 12:31:09 -0400

Sir, there are two things I would prefer to have from high level leadership.

1) Give me a clear view of your desires for the advancement of the unit.

2) give me the reigns to go out and make that happen in the way I see fit.

Too often I see leaders ask their people to make drastic changes to the organization, only to withhold decision-making authority, effectively stifling the organization.

Alternatively, in my career, I have also seen plenty of leaders ready and willing to delegate authority but who failed to clearly communicate their vision. This led to everyone doing what they thought was best for the organization...with no consideration for unit of effort or "massing of fires", if you will.

By providing both, you will give common goals to the entire team along with the means to achieve those goals.

And, as always, be open to feedback. I have no doubt you will be if you are asking for feedback here.

Congratulations and good luck in the future.

Response by MAJ Private RallyPoint Member made Apr 28 at 2015 1:09 PM

MAJ Private RallyPoint Member — Tue, 28 Apr 2015 13:09:31 -0400

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

Response by CPT Ahmed Faried made Apr 28 at 2015 2:29 PM

CPT Ahmed Faried — Tue, 28 Apr 2015 14:29:09 -0400

Sir I can't begin to say how awesome it is that you are soliciting these comments. Your openess is appreciated. Working at Division I tend to run into the CG and the DCG on a near daily basis. One thing I've noticed is the fact that they acknowledge the people they come across. It goes a long way into making them seem more approachable. The private you acknowledge will see that he or she is noticed.

-V/r

Response by LTC Private RallyPoint Member made Apr 28 at 2015 4:26 PM

LTC Private RallyPoint Member — Tue, 28 Apr 2015 16:26:36 -0400

Sir, I agree with many of the comments previous to mine and I would never presume to know more about what you need to do than you and your mentors, you made it this far for a reason.

I think that the most important thing a General Officer of any level can do is stay connected to the troops. You are now in a position to have a significant impact on the entire US Army. Think of all the times in your career, especially as a young LT and CPT, where you thought to yourself "when I get more rank I'm going to fix that." Yes, many of the problems that you wanted to fix as a young officer will have changed but you can still seek out the little annoying things that are driving Soldiers crazy and fix them. The problem is that most of us, by the time we get enough rank to fix a problem, have become indoctrinated and no longer see it as a problem. Be the officer that questions that status quo and tries to make the Army better.

That being said, be careful, your passing comments have the potential to make life very difficult for Soldiers. I don't know how many times a senior officer has had us doing something that didn't make a whole lot of sense because "the General said...." Make sure what you say is what you mean and try to avoid "knee jerk" reactions like the infamous Fort Lee STOP cards or the old basic training stress cards (BTW I've still never seen one of those).

Good Luck and Congratulations Sir!

Response by COL Private RallyPoint Member made Apr 28 at 2015 4:53 PM

COL Private RallyPoint Member — Tue, 28 Apr 2015 16:53:46 -0400

Sir: As we all came through the ranks, especially as officers, we learned that there are no casual conversations when talking with General Officers....because basically their time is to valuable and to limited in a 24 hour period, for a casual conversation. If you want feedback from the soldiers, you'll probably need to do it in a very small setting....say squad or section level, and you'll need to start off the conversation by discussing the topic you are looking for feedback on and then ask some pointed questions from each of the soldiers. An example: You discuss with the small group some of the changes that may occur with the Army's Retirement Program......then you ask a couple soldiers, what things they might change in the retirement program if they were the decision maker.....what things appeal to them with the new retirement plan?......what things don't? But most importantly, the soldiers need to understand that you are genuine in your line of questioning and that your intent in getting their feedback is because you are going to do something with it....and they need to know what that something is.....improve life support, provide understanding of the soldiers plight to higher level decision makers, or just to better understand what motivates soldiers and what may stress them.

Having worked directly for several GOs in the past.....one of the biggest things is that you have to be "seen" by the troops! For a GO, its very easy to get bogged down in the bureacracy of leadership and tied up with decision making responsiblities on a day-to-day basis, but you need to set aside time on your calendar to get out from behind the computer or briefings in the conference room and go walk through the halls, through the "cube farms", in the motor-pools, etc... and be "seen" and engaged with the team. When I worked for Marine Corps Systems Command many years ago, I turned to walk out of my cubical and nearly knocked over the CG, MG Mutter, as she was taking a Friday afternoon walk about through the Headquarters. She took the time to talk with me about my job and what I thought some of the challenges were associated with my job in working to support Marines in the field....she took 15 minutes having a one-on-one discussion with me.....that's a considerable amount of time when you consider her work day.....and I appreciated her more for taking that time to engage me and hear what I had to say.

Good luck Sir, hope this was helpful.

Response by LTC Private RallyPoint Member made Apr 28 at 2015 5:04 PM

LTC Private RallyPoint Member — Tue, 28 Apr 2015 17:04:41 -0400

Sir, first of all, congratulations. To answer your question, I want mentorship - delineate clear steps of what I need to do to earn Colonel and earn Brigadier General. I am a Lieutenant Colonel that will have 3 years TIG when I finish command. I have applied for SSC (Army) and was denied. Second, I need accountability. If your chief of staff or G3 is not providing adequate guidance to subordinate units, fire them. If you don't, subordinate units will flounder and make their own guidance which leads to lack of unity of effort. Third, am I allowed to attend a non Army SSC? Fourth, when ILE at 18 months is difficult enough for a TPU to execute, why would we ever add ANOTHER year of school called AOC?

Response by LTC Private RallyPoint Member made Apr 28 at 2015 8:25 PM

LTC Private RallyPoint Member — Tue, 28 Apr 2015 20:25:19 -0400

Sir, as a PAO, my expectations come from the perspective of the Special Staff. I expect a GO to listen to me and not presume they know what the PAO does. If the PAO offers resistance to your idea, it is with good reason. Public Affairs mistakes often have high visibility consequences. Finally, I expect a GO to know that "No Comment" is not an acceptable response to the media.

I hope this helps.

Response by SSG Richard Reilly made Apr 30 at 2015 4:07 PM

SSG Richard Reilly — Thu, 30 Apr 2015 16:07:49 -0400

Sir,
I have worked for two GO's and I learned something quickly. Soldiers of every rank are terrified of y'all. I mean they act like you are a unicorn with magic powers that has to get what he wants. I had a job that involed me to say no to the GO. But after the first terrifying time of saying it, I learned that he appreciated the fact that I said it.

So basically my advice would be to listen to your Soldiers. You obviously don't have to do everything they recommend. But you will have several experts giving you advise that when followed will make the mission happen. You will have the other side as well. You will have yes men. Who want to get what you say done even if it is totally unachieveable.

Response by BG Keith Gallagher, FACHE made Jun 11 at 2015 2:18 PM

BG Keith Gallagher, FACHE — Thu, 11 Jun 2015 14:18:26 -0400

Continue to drive in that direction and work hard toward canvassing the Soldiers and families for concerns. Always get back with those you have canvass via star notes, feedback, etc. Ensure your personal staff performs to your standards, high standards that represent professionalism, intense coordination and preparatory work for your visits regionally, nationally and internationally. Build a strong cohort of fellow GOs, engage them professionally and socially, solicit their input and sage advice. Have fun

Response by MAJ Ken Landgren made Jun 24 at 2015 2:22 PM

MAJ Ken Landgren — Wed, 24 Jun 2015 14:22:17 -0400

Generals should be the bastion and great proponents of the nations and military's values.

Response by MAJ Ken Landgren made Jul 26 at 2015 6:02 PM

MAJ Ken Landgren — Sun, 26 Jul 2015 18:02:26 -0400

A sage wise man who can make quick tactical decisions.

Response by SSgt Alex Robinson made Jul 28 at 2015 7:44 AM

SSgt Alex Robinson — Tue, 28 Jul 2015 07:44:32 -0400

Lead by example. Lead from the front. Get to know your people.

Response by SGT William Howell made Jul 28 at 2015 8:10 AM

SGT William Howell — Tue, 28 Jul 2015 08:10:08 -0400

BG Private RallyPoint Member Sir, The only thing I need to know from you is what you need from me. A clear end goal that the lowest enlisted can get behind. Not the details, just the goal. When I was in Iraq Gen Petraeus said were were going to stand up the Iraqi Police so that they could police their own people and bring stability back to Iraq. It was a great goal and I got behind it whole heartily.

Response by SGT Kristin Wiley made Jul 28 at 2015 9:14 AM

SGT Kristin Wiley — Tue, 28 Jul 2015 09:14:57 -0400

Integrity, willingness to do the right thing despite the consequences. Someone who trusts their subordinates to do their job, but also constantly observes the command to ensure poor leadership and roadblocks are not getting in the way of the mission. Someone who puts the welfare of their servicemembers first, will listen and take to heart the ideas and opinions from the lowest levels, and who holds people accountable for their actions.

Response by LTC Private RallyPoint Member made Jul 28 at 2015 1:30 PM

LTC Private RallyPoint Member — Tue, 28 Jul 2015 13:30:37 -0400

I like GOs who "know themselves" and "know the processes." Specifically, knowing oneself helps the staff -- are you into the nitnoid details or a big picture guy who doesn't want to deal with them? If the former, what steps can you take to provide mission command vice micromanaging? If the latter, what steps are you taking to sit down and let your staff talk details when they need details?

Knowing the processes: just because a general (or a commander at any level) says, "make it so!" doesn't mean solutions happen overnight. Usually, the bigger the change, the longer the process -- GOs who are annoyed that their guidance hasn't been acted upon are certainly within rights to do so ... but if they don't understand the process requirements, their staff stops telling them the truth about how things are going.

Lastly, have consistent messages. Please don't tell a crowd (GO/subordinate/ adjacent/supported units) what they want to hear. That leads to groups having different messages, and then working against each other -- but all in pursuit of your guidance. Again, here, this creates loss of faith in the leader (Leader is going to tell us whatever we want, but s/he'll change the tune as soon as an opposite argument is presented).

Response by MAJ Ken Landgren made Aug 3 at 2015 5:24 PM

MAJ Ken Landgren — Mon, 03 Aug 2015 17:24:04 -0400

Conduct the deep fight.

Response by SSgt Alex Robinson made Aug 3 at 2015 6:19 PM

SSgt Alex Robinson — Mon, 03 Aug 2015 18:19:51 -0400

Effective leadership but more importantly trust the people you lead

Response by LTC Private RallyPoint Member made Aug 9 at 2015 11:47 PM

LTC Private RallyPoint Member — Sun, 09 Aug 2015 23:47:55 -0400

Congratulations on your promotion to flag rank, sir. The very fact that you are soliciting input from Rally Point shows one of the leadership traits that I admire most in a general officer.

In my experience leaders, in or out of the military, are those who do not micromanage, listen to input from subordinates, as referred above, setting the example as mentioned by some others like running PT with your soldiers, being visible and leading from the front, having a sense of humor, and being inspirational. Also be fair, firm, consistent, yet supportive to soldiers who are struggling with professional or personal issues.

I'm sure you heard these principles many times and practice them as well as many other principles. These are the ones that seem most important to me, sir.

Once again congratulations; thanks for your service and for reaching out on Rally Point, sir!

Response by LCDR Private RallyPoint Member made Aug 13 at 2015 4:03 PM

LCDR Private RallyPoint Member — Thu, 13 Aug 2015 16:03:46 -0400

Sir,
Please continue to lead a fighting force...not a corporation. I cannot imagine the challenges and complexities of your duties, but I do believe that our general officers have far more influence than the politicians care to admit. I know that I was always honored to serve under senior officers who still cared about the men, held themselves to higher standards, and stood up for the highest ideals of our nation. Godspeed Sir, and good luck.

Very Respectfully,
J. Gillespie

Response by Cpl Rc Layne made Dec 4 at 2015 9:01 PM

Cpl Rc Layne — Fri, 04 Dec 2015 21:01:15 -0500

Congratulations on your promotion. I think that the biggest thing that any leader can do is exhibit loyalty down the chain of command as well as up it. Some years after getting out of the Marines it finally hit me what Sun Tzu meant when he said "Treat your soldiers as your children and they will follow you into the deepest valleys. Treat them as your own beloved sons and they will follow you unto death. " If I had been smart enough to understand that when I was in, maybe I could have been a better Marine.

Response by SFC Private RallyPoint Member made Dec 8 at 2015 10:30 AM

SFC Private RallyPoint Member — Tue, 08 Dec 2015 10:30:56 -0500

Sir, Congratulations on your recent promotion.
You asked what do we expect out of a General Officer? I have no real experience working with GO's. I had the opportunity to be exposed more while working at the Rader Health Clinic on Fort Myer, VA. My two cents Sir would be to be more than just a picture in an office. I understand that you will be extremely busy but Junior Soldiers do not know how to act around high level Officers because they aren't exposed to them. Hold forums with your Soldiers, kick out their leadership, have everyone take off their rank and facilitate a real discussion. You will get a real pulse of the climate if people can open up without the fear of retribution. If you walk in as a General, you are going to get the General's answer, also known as what you want to hear.
Be an Officer of character. Too many flag Officers are making the news for negative things. One was my first Battalion Commander and one was my former Brigade Commander both of who were held in high esteem. Remember that the standards you would hold someone else to should be no different than the one you are held to.
Sir, Good Luck as you begin your adventure and I wish you the best

Response by SGT Patrick Reno made Dec 8 at 2015 10:43 AM

SGT Patrick Reno — Tue, 08 Dec 2015 10:43:36 -0500

Leadership and unwavering integrity.

Response by SSG Private RallyPoint Member made Dec 8 at 2015 8:07 PM

SSG Private RallyPoint Member — Tue, 08 Dec 2015 20:07:41 -0500

Sir, I applaud your ability to ask subordinates, whether in your command or not, what they expect of you or any other General Officer. To me this speaks toward your character and leadership ability. One topic of of discussion I have seen over and over again on rallypoint is the award system. Would it be feasible within your Command that every award, regardless of lateness or rank of the recommender, will be forwarded to the final approving authority? Even if every commander in the CoC recommends downgrade or disapproval. This is not necessarily an expectation but more of the good idea fairy.

VERY RESPECTFULLY
SSG V

Response by COL Private RallyPoint Member made Dec 10 at 2015 4:59 PM

COL Private RallyPoint Member — Thu, 10 Dec 2015 16:59:39 -0500

Sir,
As this is a public post, I would like to heartily thank you for the leadership that you have demonstrated within the branch and to the larger military community. You make the Civil Affairs branch proud (and look good) by your participation in forums like this- you represent us very well.

I appreciate that you are approachable and make it easy to ask questions and impart wisdom. As you know, your willingness to assist soldiers is having real impact on my own career development. There are still many pitfalls for soldiers to take well-meaning yet wayward steps in career decisions. We need individuals like yourself to advocate real wisdom and experience to grow the force and set the leadership and direction for us all. Thank you for doing what you do- in my humble estimation, that is among the most important things for the military.

-LTC Carey

Response by LTC Private RallyPoint Member made Dec 18 at 2015 1:04 PM

LTC Private RallyPoint Member — Fri, 18 Dec 2015 13:04:29 -0500

Sir,
Coming a bit late to the party here, but these are my thoughts:
-Provide a vision for the organization. Where are we going, and how are we going to get there?
-Provide missions. This will give the units something to train for and therefore something to do on BAs, other than mandatory training.
-Reinforce standards, mentor the troops.

V/R,
LTC Stebbing

Response by LTC Paul Labrador made Dec 18 at 2015 1:29 PM

LTC Paul Labrador — Fri, 18 Dec 2015 13:29:29 -0500

Sir, thank you for allowing us the opportunity to provide input. What I expect from a BG in particular is that you are providing us strategic vision and goals, yet still have enough connection with what is going on in the real world that your vision and goals are realistic and attainable (or at the very least explainable to us). Too many times, I see vision and direction coming from Big Army strategic level that we scratch our head and go "what universe does he live in...?" And throughout your career, you've probably seen it too. There is a reason why it's called "echelons above reality".

Response by Capt Daniel Goodman made May 17 at 2018 9:08 PM

Capt Daniel Goodman — Thu, 17 May 2018 21:08:03 -0400

I met several, one was an Apollo astronaut invited wpto speak when I was at USAF OTS, the next was the one who did the commencement whehninfinished at USAF OTS, the deputy installation commepamder where I was had been a test pilot, I also let the installation commander once, and his predecessor, who'd been a B-17 tail gunner in WW2 who'd I'd read been sent to West Point after WW2...I also saw one who'd been my unit CO in a hallway walkingnwityu his staff one day, who was supposed to have gone up for the Manned Orbiting Lab (MOL) project that never flew...however, the one I met and spoke with longest was my unit Can whodmgiven me, wholly unexpectedly, a plaque for an IG inspection I'd help get a good rating on...I sat with him for about an hour afterward, we had a very long discussion, that was the only time I ever got to do that, I learned later he was a Vietnam War hero who'd flown 150 combat missions in an O-2 as a FAC during Vietnam, I was always singularly struck by the sheer overawing power of the man, it's lingered in my mind a very, very long time...there were other instances, on flights where I'd been in a permissive TRY where I'd been space A on a Learjet type aircraft, where idnchatted with the principal passenger slightly...those are my main recollections, so far as I can recall them for the moment, if you might care for me to expand in them at all, I'd most certainly be pleased to do so, sir, by all means, I hopemthst was of interest, many thanks, sir....

Response by SFC Greg Bruorton made May 17 at 2018 9:27 PM

SFC Greg Bruorton — Thu, 17 May 2018 21:27:47 -0400

"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.

Response by Maj John Bell made May 18 at 2018 5:05 AM

Maj John Bell — Fri, 18 May 2018 05:05:39 -0400

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."

Response by SFC Casey O'Mally made Mar 23 at 2019 8:52 AM

SFC Casey O'Mally — Sat, 23 Mar 2019 08:52:57 -0400

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.

Response by SGT David A. 'Cowboy' Groth made May 7 at 2019 5:39 AM

SGT David A. 'Cowboy' Groth — Tue, 07 May 2019 05:39:04 -0400

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.

Response by LTC Lee Bouchard made Dec 22 at 2019 4:09 PM

LTC Lee Bouchard — Sun, 22 Dec 2019 16:09:43 -0500

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.

Response by MAJ Private RallyPoint Member made Dec 24 at 2020 2:48 PM

MAJ Private RallyPoint Member — Thu, 24 Dec 2020 14:48:15 -0500

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)