@charles.hood I’ll echo your comments on “whatever they tell me to do”. There is a difference between disciplined initiative (also disciplined disobedience, see GEN Milley’s comments on that matter) and insubordination. For this argument, I think you need to neglect orders that are illegal or immoral, for a moment.

There have been more than a couple of decisions my Leadership have made and I disagreed fully. This is where it becomes important for the higher Leader to entertain the argument (in the proper forum). If I’m behind closed doors, I should be able to argue and reason the situation with my boss. They should have trust with me, that despite my disagreements, I’m going to do whatever their decision is.

An example I have derives from my experience as an AIT Commander. My boss wanted to transfer a few courses (yes courses, not classes) from my sister company to my company. I argued with her on the matter extensively. My company already had a higher ratio of trainees and a higher number of trainees than my sister company. I argued that, while we may have more drill sergeants, our headquarters was the same make up as my sister company. In the end, she made her decision, and I did “whatever they tell me to do”. This is the important part.

Remember the oath. “I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.” This essentially says “whatever they tell me to do”, neglecting illegal orders. Yes, the officer oath is different, but it implies (to me) the same thing, “I will well and faithfully discharge the duties of the office on which I am about to enter.” The officer oath (to me) has softer language, but does not give you the ability to not do something, just because you feel like it.

I also agree with @ae_rollinson on building your subordinates up. Believing in the position that Soldiers hold pays dividends across the board. More than a few times I sat in my First Sergeants office while he was reprimanding senior NCOs. Those senior NCOs looked at me to intervene in the conversation and I did not. This established the First Sergeant’s position as my most trusted adviser and the senior NCO in the company.