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The Stripes You Wear, Leadership Lessons From A Command Sergeant Major

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SDF News

The Texas State Guard (State Defense Force) recently posted a leadership memorandum for its troops. The memo was developed by Command Sergeant Major John L. Murray and it discusses 10 principles that are essential for military leadership. The memo dives into core principles that  every Officer and Non-Commissioned Officer should exhibit at all times. It also provides valuable insight on how to climb the ladder and become a Senior NCO or Officer.

The memorandum:

Good Morning. It is time for another one of my periodic leadership rants. Earlier this week, I was sent an email from my predecessor, CSM Charles Turbeville. It was a link to an article by CSM John L. Murray. That article is “The Stripes You Wear: Leadership Lessons from a CSM.” In that article, CSM Murray outlines 10 principles essential for military leadership, especially for NCOs. I will cover those 10 principles and put my “spin” on them.
1. Your stripes are symbols of your authority. An NCO is automatically in a position of authority. The stripes on your uniform are the visual representation of that authority. With that authority comes a whole lot of responsibility. Constantly reminding people of your rank, or saying things like, “I am the sergeant and I am in charge” are definite ways to erode the troops’ confidence in you. As a leader you should work to gain their trust through your actions.
2. Set the example. Just because you got the stripes and the position, troops won’t automatically follow you willingly. You must show that you are worthy of their trust. This means setting the example. From how you wear your uniform to how you deal with adversity, your troops are always looking at you. They make decisions whether they want to follow you or not based on what they see…not what you say.
3. Don’t be afraid to get your hands dirty. As a leader, you must be willing to get down in the trenches with your troops. When the troops are getting dirty and sweaty, and they see their leaders doing the same, it adds to your leadership capital. I understand that you can’t always be out doing the grunt work, and you shouldn’t. If you spend too much time with them, subordinate leaders begin to think you don’t trust them to do their jobs. It is a fine line that is hard to distinguish, especially as new leaders.
4. Remember where you came from. Nobody likes a leader that gets into a position and forgets the troops. We all need to remember that at one time, we were that E1 or E2 at the bottom of the food chain. Leaders need t remember those times and ensure the troops know you appreciate them.
5. Be and look like an NCO. NCOs set and enforce the standards of any military organization. Those subordinate to you look up to see “what right looks like” and officers expect you to take care of the day to day tasks and run the unit so they can command the unit. You must always be professional in appearance and behavior. Wear your uniform correctly and follow proper military decorum. Also, ensure your subordinates are doing the same. Take care of the small things and the big things take care of themselves.
6. Take responsibility for your actions. As a leader, we are always responsible for our actions and those of our troops. We need to not only be prepared to take full responsibility for anything that is done within our command, but also accept all of the accountability. When a Service Member “messes up”, it is not only their faux paus but it is also a leadership issue. Was the task explained properly, was there enough supervision, was there too much supervision. All these things need to be looked at when dealing with an issue within your formation. Nobody is perfect. Everyone makes mistakes. If you make an honest mistake, admit it and accept responsibility. Then learn from that mistake and don’t make it again.
7. Loyalty is among the first qualities that make a Soldier. Loyalty is important. Not just loyalty to the nation and the state, but loyalty to the organization and the chain of command. Support your leaders. Often, we are given a task or order that is not popular and want to complain about it. These complaints can be the things that start tearing at the fabric of a well-run unit. Sometimes the task is part of something bigger that may not be communicated for whatever reason. Leaders need to make sure that we are looking through the eyes of the level above us so we can explain it to the level below.
8. Do routine things routinely. Consistency is a hallmark of leadership. Those things you do daily, do them. Punctuality is important. If you expect your formation to be at a certain place at a certain time, you should be there at least 15 minutes earlier. Ensure your uniform is in order and ensure you are getting the job done. These are small things, but I have always believed, as I said earlier, take care of the small things and the big things take care of themselves.
9. Make yourself important. This speaks to initiative. If you see something that needs to be done, get it done and then go to your leaders and let them know what you did. It’s almost the old adage of “forgiveness versus permission.” Leaders take note when someone shows initiative, knows their job and does it. When they see this, you are automatically considered for a promotion when the time comes. You don’t have to hype yourself up, because your reputation speaks for itself.
10. Passion plus professionalism equals performance. You must have a passion for your job. Whether it is a POD, Mass Care, SAR you always need to be the most motivated in the group. You must also exhibit professionalism in all you do. These two things, passion and professionalism are infectious. Your troops see that you are driven to the job well and they emulate this.
I would like to add one more thing to this rant. Leif Babin, retired Navy SEAL and co-author of Extreme Ownership says, “Its not what you preach, it’s what you tolerate.” This is true. As a leader, if you get in front of a formation and quote regulations, yet allow your troops to show up late, wear sloppy uniforms and disregard military protocols, what are you showing them. As time goes on and these actions continue to be tolerated, they become “custom” and part of the fabric of the formation. Leaders need to set the standard. They then need to enforce the standard to maintain the standard. As NCOs, that is one of our primary jobs. Again, if you take care of the small things, the big things take care of themselves. More information on NCO leadership, can be found in: FM 7-27.7 Noncommissioned Officer Guide and Army Doctrine Publication 6-22, Army Leadership.
As with most of my leadership rants, this one has been a bit on the wordy side. I thank all of you that have stuck with me this far. I will end this rant with the advice my father gave me over 40 years ago and that I live by to this day:
Mission, Members, Me
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