Have you experienced this pull between serving the unit and leading your Soldiers? How did you balance this contradiction? Was it even a contradiction for you?

As a tank platoon leader, I routinely griped with other leaders as to the demands put on us by Battalion. When I became distribution platoon leader, I began to see the larger picture as I worked to sustain the Battalion as well as manage my commander’s desires to train support personnel on machine guns and gunnery skills. Consequently, when I took the Scout Platoon, I was more willing to put my expectations higher and go the extra mile for the Battalion since I understood the larger organization since I knew that Soldiers were working harder elsewhere on less rewarding/recognized work. Finally, I came to staff and got to mentor new lieutenants, encourage them with the promise that Platoon Leader life made up for the work on staff.

The only way to balance the contradiction is to lead by example. I try to stay positive and only let my complaints go up the chain of command, not down to Soldiers. I have been consistently rewarded by my Soldiers’ success through demanding schedules. If you communicate what success looks like, but allow them to achieve it through their means, then both parties are rewarded. I feel the leaders who leave early or micro manage are the ones who alienate subordinates and discourage dedication. No one wants someone telling them how to do their job to the T.

It is not easy and sometimes there is no logical answer, but if you stress safety, accountability, and motivation–Soldiers will support you. They want to succeed and be recognized, all they need is a role model.