The Lieutenant Paradox: The expectations of new lieutenants in

the Army vary wildly. At one end of the spectrum, a lieutenant is

responsible for everything his platoon does or fails to do. At the
other end of the spectrum, a lieutenant can be viewed with
suspicion and treated like a child — a man or a woman that retains
lingering habits from his/her college years and has not yet realized
the responsibilities of leading men and women into combat.
A new lieutenant, through his actions, can choose to meet one of
those expectations, but not both. He or she can rise to meet
positive expectations and become a leader that men and women
can rely on, or be a burden on subordinate NCO leadership and
the chain of command.

As a Company/Battery level Commander, I’ve spent a significant

amount of time counseling lieutenants (inside and outside of my
organization) on what is expected of a professional officer. Many
young officers are shocked to discover the negative impacts of
actions they believed to be insignificant. The vast majority of these
behavior points will appear to be common sense. Sadly, many
lieutenants still retain habits from their years as college students,
or they may have developed bad habits through their time in the
Army. I will explain the “So What?” in bold for each section to
emphasize the significance of simple actions and behaviors.

This discussion isn’t meant to be all inclusive. These are just topics
that I’ve discussed with many officers in the past year. I apologize
for the length, there’s a lot of ground to cover.

Professional Appearance and Bearing

First impressions are important. People will assess you the

moment you they see you. People will evaluate the badges on your
uniform, your combat patch (if you have one), how you carry
yourself, and how you wear your uniform. You will only get one
chance to make a good first impression on both your superiors as
well as your subordinates.

Many young officers neglect the appearance of their uniforms.

They let their hair grow long, they will wear faded uniforms and
unserviceable or unauthorized footwear. They will stand with their
hands in their pockets and walk and talk on their phones. They
don’t realize that many people are unwilling to correct them
because of their rank.

Do become desensitized to your Battalion and Battery

Commanders. Stand up when they enter your office. Always salute,
and walk on the left side of a senior officer.

So What? If you look or act like a dirtbag, people will think you are
one. If you wear a clean uniform and have a neat appearance,
people will recognize that you respect the profession. If you show
utter disdain for the Army’s rules and regulations, you undermine
the professionalism of your organization by being an officer that
seemingly takes advantage of his rank. You also undermine the
authority of your subordinate leadership, for how can an NCO
correct his Soldiers when you make the same uniform violations?
Your Soldiers will assume your attitude: they will talk like you,
behave like you, and care about what you care about. If you want a
well-disciplined unit, you must show, and I emphasize show,
professionalism at all times. If you don’t, be prepared to explain
your indiscipline to your superiors.

Physical Fitness

Being physically fit is the minimum expectation for all officers in

the Army. By nature, the Army is a violent profession and the
expectation is that all service members are capable fighting and
moving in combat.
You’re expected to lead by example. This means that you CANNOT
fall out of formation runs or foot marches. Your rater and senior
rater will expect you score a 270 on the Army Physical Fitness
Test. Every time you fall out of a movement, your Soldiers will
think less of you, and rightfully so. How can you be expected to
lead in combat if you can’t keep up with the formation?

So What? Physical Fitness is a combat multiplier in the conduct of

our operations. As Field Artillery Officers you will be required to
perform duties across the spectrum of operations. Whether you
are a platoon leader in a firing battery or a fire support officer with
the infantry, physical fitness underwrites your ability to perform
capably, survive and to lead Soldiers in combat. No one wants to
carry a fat platoon leader to the MEDEVAC.
*If you are injured or have a profile — discuss a plan of action with
your Commander. It’s always better to rehabilitate a short term
injury before it cripples you.

Teamwork

The Army is competitive. When you receive your OER (Officer

Evaluation Report), you will be weighed and measured against
your peers based on your performance as well as your potential for
positions of greater responsibility.
That being said, you must remember that you are part of a team.
The sections, the platoon and the battery are an organizational
unit and depend on the interaction and integration of its leaders.
Teamwork is a component of a good officer and will most likely be
reflected in your review and assessment. Do not spotlight (putting
forth effort only when someone in your chain of command is
watching), do not stab your peers in the back. Avoid throwing your
peers and subordinates under the bus.

Never forget that you’re on a team of teams. Don’t let personal

relationships negatively impact the outcome of a mission.
Remember that the team you’re on is bigger than the team you
lead. For example, positive relationships with the Distribution
Platoon Leader are essential when you are the Battery’s Support
Platoon Leader. That Distribution Platoon will provide critical
support to your Battery’s training exercises. Work with other
leaders within the Battalion — do not isolate yourself within the
Battery/Company.
So What? You will develop a reputation as an officer. If you
habitually throw your peers under the bus, your reputation in
terms of trust and loyalty will be questioned. You may even
discover that your peers will avoid working with you. The absence
of teamwork is degrading and destructive — peers will not
communicate with you, and they will let you fail. As professional
officers and brothers/sisters in arms the defining character of an
effective organization is the “one team, one fight” mentality that is
shared by all.

Disciplined Initiative
Exercising initiative is the hallmark of an effective officer. Please
reference the “Message to Garcia.” Your commander will give you
guidance and intent — it is up to you to meet it. When plans come
in contact with reality, they tend to fall apart. Initiative consists of
the actions you take to achieve that intent within the parameters of
your commander’s guidance.

Use refueling vehicles as an example. Your commander directs you

to top off your vehicles. However, there is no 92G (fueler) present.
A lieutenant with no initiative would just report that no fuelers
were present. A lieutenant with some initiative would call the
forward support company and request for fueler support. This is
not a difficult concept to grasp.

Also important is keeping your chain of command informed. If you

fail to complete a task despite your best efforts, provide your
commander a SITREP. Your commander should not have to pull
information from you.

So What? Initiative, or the lack thereof, will demonstrate whether

or not you can be relied upon. Do not be the officer that gives up at
the first opportunity. Your commander needs you to be a leader
that understands his intent and desired outcome. He/she knows
that you will encounter obstacles along the way — but you must,
when allowed, provide a SITREP to your commander and develop
the situation.
Professional Language

The Army is a professional organization and has a professional

language. Familiarize yourself with ADRP 1–02 (Operational
Terms and Graphics). Whether you’re briefing a superior or giving
an OPORD brief to your Soldiers, the use of a professional
language demonstrates that you’re taking the profession seriously.

Be precise and confident with what you say. “I think they’re

walking through the part today,” is VERY different from “PLL is
walking the part through today at 1300 and the vehicle will be
FMC by the 1800.”

So What? Using professional and precise language demonstrates

two things: One — you speak the language that the Army speaks.
This is important because you will receive OPORDs in that
language. It’s essential that you understand that language so that
you can execute your tasks. Two, you know what’s going on. When
you are ambiguous (I think, I hope, they’re supposed to, kind of),
you are not providing any real information. You’re demonstrating
a lack of knowledge and very poor attention to detail.

Competence

Competence builds credibility. The root of all success is individual

proficiency in your job. Similarly, collective proficiency across the
team leads to efficiency and effectiveness. In that respect, your
peers and subordinates shouldn’t have to carry you unless you are
wounded.
Be a master of tactics. This means that you must understand the
scope of your responsibilities in the tactical employment of your
platoon and the assets at your disposal. Understand the
capabilities of your equipment, whether it be M985A4 HEMTTs or
M270A1 launchers. Know the ranges of your munitions.
Demonstrate an understanding of communications frameworks
and know the basics. Do not be the lieutenant that needs
somebody to fill his radio. You are an Artilleryman and a platoon
leader — your radio will be your primary weapon system.

So What? You MUST know your trade. You are expected to be a

platoon leader with a significant amount of equipment. If you
demonstrate a lack of knowledge and apathy, it shows to your
formation, your peers, and your superiors that you DO NOT CARE
about your job, your responsibilities, and your mission.

Timeliness

Always remember to show up ten minutes early to any event. This

includes synchs, huddles, training meetings, and briefings. Many
lieutenants are habitually late to meetings or events, or sometimes
even PT. Even more show up at the exact time an event is
scheduled. While technically, they’re not late, they still are
garnering a reputation for tardiness.
Arriving early to scheduled events provide many benefits. You may
discover that you’re required to brief something, or that there is a
new requirement that was recently published. More importantly —
it lets you build relationships with other personnel present. It lets
you coordinate for support and discover successful TTPs from
other organizations.
Timeliness also applies to submissions on various products.
Officers spend a significant amount of time on PowerPoint and
Excel — turning these products in on time to the staff brings your
organization a positive reputation.

So What? Being late, or “just in time” communicates that you

don’t care about other people’s time. It disrespects your leaders,
peers, and subordinates and alienates you. Finally, it paints a big
target on your chest when the door slams open and you stumble
into the conference room.

Understanding What’s Important (Relationships with

your Rater and Senior Rater)

Your Commander is your rater (unless you’re a staff lieutenant.)

Your Senior Rater is the Battalion Commander. Your senior rater
is your boss’ boss. That means your Senior Rater is a very
important person in your life.
Take, for example, the Battalion Commander’s Officer
Certification Program. Some lieutenants choose to blow it off, with
predictable adverse reactions from the Battalion Commander. As a
new LT, a Commander’s Program should be your highest priority.
Here’s how it should work: Your Battalion Commander tells you to
do something. You should immediately inform your
Company/Battery Commander and work together to execute the
Battalion Commander’s orders. It becomes one of your priorities.

So What? The bottom line is that your Senior Rater (Battalion

Commander), and your relationship with him is extremely
important to you. Under no circumstances do you blow off what he
tells you to do, or you ignore one of his programs and mandates. If
you disagree with something the Battalion Commander tells you,
have a discussion with your Battery Commander. Do not attempt
to rebel against the Battalion Commander. It will end very poorly
for you.

Counseling

Counseling is critical for Company Grade Officers, and it will only

grow in importance as your career progresses. At a minimum —
conduct an initial counseling and quarterly counselings. Despite
your inexperience, you are a Leader responsible for protecting the
profession of arms. Your involvement is important to ensure that
the right people progress in the Army, and that the wrong ones are
identified and separated.

Counselings are critical for underperforming subordinates. Often

times Leaders discuss counseling relationships with strong
platoon sergeants that will mentor you. Invariably, some
lieutenants have awful platoon sergeants and subordinate NCOs.
Strike while the iron is hot — the chain of command will be
supportive if you identify misconduct or a failure to obey an order.

So What? Lieutenants have a tremendous burden of responsibility

on their shoulders. To ensure that good NCOs are promoted and
underperforming NCOs are identified and corrected, counselings
are a necessity. It’s the same for a Commander and his lieutenants.

The Uniform Code of Military Justice

Familiarize yourself with the Commander’s Legal Handbook and

the Manual for Courts-Martial. Your commander will likely have
copies of each. While you do not have the authority to administer
UCMJ, you will be expected to have an understanding of the
Army’s legal system.

Example: One of your NCOs has broken curfew. In some cases,

when the Field Grade Article 15 is read, you will be present in the
Battalion Commander’s office, and you will be asked a
recommendation on the verdict of guilt/innocence and the
punishment imposed.

So What? This is extremely important for when one of your

Soldiers has been drinking underage, violated curfew, or has
disrespected an officer or a non-commissioned officer. Familiarity
with the punitive articles in the Manual for Courts-Martial is vital
for two reasons: You, as a future Commander, are expected to
understand what each of the articles your Soldiers may have
violated. And also — as a lieutenant, some of your subordinates
may disrespect you and take advantage of your ignorance. Despite
your inexperience, you are still a commissioned officer in the
United States Army. Subordinates disrespect you at their own risk.

Standards and Discipline vs. Running for Mayor

This is a broad topic — but it’s a challenge for new officers to

understand. Ideally, officers should not have to correct Soldiers
because an NCO will always correct them before you do. Reality is
much different. Even the Battalion Commander corrects Soldiers
and NCOs on almost a daily basis.
Some Lieutenants tend to be timid since they’re inexperienced.
Their NCOs have a decade or more of experience than they do, and
because of that, the lieutenants don’t want to make mistakes.

What makes matters worse is that Lieutenants are often the same
age as specialists and junior sergeants. Because of this —
lieutenants are sometimes reluctant to make on the spot
corrections. More importantly — make sure you have a
conversation with that Soldier’s NCO or supervisor. Every Soldier
has an NCO or a leader that he works for — and that leader needs
to be held accountable as well.
So What? Inability to enforce the standard demonstrates a lack of
will. Realize that you are a commissioned officer and that you are
supported by your Commander and First Sergeant, at the very
least. If a Soldier is doing something wrong, make sure you correct
it. If you don’t, you have established your “Standard”. If you don’t,
your Soldiers will perceive you as weak-willed and “cool.” In that
sense of the word, being cool is a bad thing. It’s actually code for
“soft.”

Fraternization and Inappropriate Relationships

Lieutenants are sometimes compelled to pursue relationships with

subordinates that undermine the chain of command. This is a
violation of the Uniform Code of Military Justice. Do not do it.
Don’t make a habit of going out drinking with your guys. Hanging
out with your platoon sergeant isn’t fraternization (as long as it
doesn’t undermine the chain of command), but going out drinking
with your Soldiers is. Avoid it at all costs.

Inappropriate Relationships are when your NCOs have

relationships with Soldiers that undermine the chain of command.
Be extremely wary for this. It is up to you set the standard and to
enforce it.

So What? The effects of fraternization and inappropriate

relationships are subtle, but extremely destructive. In combat, you
or an NCO may be expected to order someone to do something
extremely dangerous. Do not let personal relationships impact
your decision making.

Property Accountability

As a Lieutenant, you will likely sign for your platoon’s equipment.

You need to understand and read the regulations for the
Command Supply Discipline Program. AR 710–2–1, AR and DA
PAMs 735–5.

You will sub-hand receipt your equipment to your section chiefs

and subordinate Soldiers. You will sign your hand-receipt
monthly, and you will inventory your equipment regularly. You
will conduct sensitive items inventories and facilitate cyclic
inventories for your commander. You must understand what these
words mean.

So What? If you value having money, understanding property

accountability is essential. Do not be the lieutenant that is flagged
because there is a financial liability investigation of property loss
(FLIPL), unable to PCS to his next duty station.

Maintenance

Maintenance is critical to the success of combat operations. Your

equipment must be fully mission capable (FMC) at all times. For
heavy and MLRS units, this is even more important. As a platoon
leader, you must be able to intelligently discuss the status of all of
your vehicles. When something is non-mission capable (NMC),
understand the deadlining fault.
Understand the Preventive Maintenance Checks & Services
(PMCS) process, and your role in it. (Supervise your Soldiers’
PMCS and proofread the 5988-Es). Your job is essential to ensure
that the unit’s equipment is ready to go into combat.

Oftentimes, your Soldiers’ will hand-wave a PMCS if they think

that none of their leadership will check. All you have to do as a
leader is reference the Technical Manual of the vehicle in question
and check it against the 5988-E. If you do find something wrong —
make sure you include the NCOs — a 5988-E should have been
checked at least once before it reaches you.

So What? In combat, your life and the lives of your Soldiers will
depend on your equipment. Ignorance of your equipment and
maintenance procedures demonstrate that you don’t care about
your profession, your Soldiers, or your mission.

Being Present

As an officer, people will always be looking for you. If you are

absent at Command Maintenance or a critical training event, your
superiors, peers, and subordinates will assume the worst.
Oftentimes you will have a good reason to be absent — but be
manage your time wisely. Your presence has a positive impact.
So What? Many officers will be absent at the wrong times, and it
breeds discontent among subordinates. They will begin to assume
that the platoon leader is at Starbucks while the platoon is
conducting command maintenance. Be present and share “the
suck” with your Soldiers.

Sleep

Many energetic lieutenants will work themselves into failure. You

must realize that you aren’t capable of being everywhere at once,
and that you can’t work all night. You need a certain amount of
sleep to make sound decisions.

There are consequences for working too late and working too hard.
The quality of your work will degrade, and you will be more
irritable. This is a dangerous path to tread on, and you do not want
to alienate your subordinates simply because you didn’t get
enough sleep. Do not be the lieutenant that misses PT because he
stayed up too late working.

So What? This may be a difficult concept to accept, but you will

realize the necessity and effectiveness of delegation. Staying up all
night for weeks at a time is bad for you and your Soldiers. While
you may think you’re making sound decisions and behaving
regularly, the loss of sleep will make you more accident prone,
irritable, and incapacitate your decision making ability.
Following Up

When you assign tasks to your subordinates, follow up. Ineffective

delegation only sets you up for failure. Since you can’t do
everything yourself, you will inevitably have to delegate.

A common example is cleaning the motor pool. Typically every

Friday is “motor pool closeout,” which means vehicle interiors are
cleaned and that the vehicles are secured. All one has to do is walk
through the motor pool at the end of the day and check the
vehicles. You would be surprised at how often you can find
garbage, unsecured vehicles, and more importantly, unsecured
sensitive items.

So What? This communicates to your subordinates that it will be

more difficult to lie to you, or to blow off one of your tasks. It also
helps you identify your underperforming NCOs. Note: Some of
your subordinates may be “All Glitter, No Gold,” which means that
they may talk about being proactive and demonstrating initiative,
but they never actually do anything of worth. Following up helps
you identify and correct those individuals.

Thanks for reading. If you’re a new lieutenant, please don’t suck. It

makes everyone’s life harder.
Always maintain an open line of communication with your rater and remember that bad news
doesn’t get better with time. It takes months, a willingness to learn, curiosity, respect, and
competency to build trust. A senior leader once told me – be brief, be brilliant, and get off the
stage. This stands true to this day, don’t be verbose, and don’t brief what isn’t true or take credit
for something that didn’t happen. Credibility is a currency that is difficult to earn and easy to
lose. Manage your responsibilities closely, do the best you can with any situation, and always
fight through problems rather than blame others. Aspire to learn something new every week and
make the best out of your first years. Enjoy your successes and don’t dwell on your failures, learn
from them.
There is no quicker way for a new lieutenant to alienate themselves from their NCOs and
soldiers than to come across as a know-it-all or an elitist.  One would think that the gravity of
leading those who have experienced and sacrificed so much more than themselves would
dissuade arrogance, but there’s one or two arrogant lieutenants in every battalion in the Army. 
Rest assured that the NCOs know who they are and aren’t going out of their way to help them. 
This is really an easy one- be humble, be respectful to everyone you interact with, and remember
who really makes the tactical levels of the Army work (it isn’t officers).  Empower the NCOs you
work with and stay engaged with them.
I firmly believe that initiative is the trait that distinguishes good leaders at all levels from their
peers (at least at the tactical level).  A platoon leader or staff officer who identifies problems and
addresses them without having to be explicitly directed is off to a great start, but initiative must
be applied to your professional development as well.  Take the initiative to develop relationships
that will benefit your troops, learn the technical aspects of your unit’s equipment, study Army
doctrine, and stay in great shape.
 Learn to listen without having to say something back, unless you’re asked a question or given a
specific mission. Ask for your soldiers’ opinions and solicit suggestions from NCOs even if you
have a course of action you want to pursue. Never forget that, as capable and accomplished as
you are, you must earn your stripes before you can show them off.

Be impeccable with your word

 Communication is critical. Speak clearly, honestly, concisely, and choose your words-
they have meaning

 Take ownership of your missions, tasks and orders. Ask for clarification if necessary

 Communicate up and down the chain of command. Often. Seize opportunities to share
the amazing things your soldiers do and be candid about challenges you are facing.

 Communication consists of the sender, the receiver, and the message. Do not neglect all
three components. Because you said something, does not mean it was properly
communicated.
Don’t take anything personally
 You are now a commissioned officer. It’s not about you anymore. You are now
responsible for dozens of soldiers and their families.

 You will make mistakes. Simple mistakes are okay. This is your time to make them and
learn those lessons. Apply what you have learned and grow.
Do your best
 Every day show up to work and do your best, whatever that may be. Your ‘best’ may
change daily, but do not let external factors turn into excuses to take shortcuts.

 Leaders don’t get to have bad days. You are now a leader, soldiers are watching your
actions and responses to situations, and they will follow suit. You set the tone for your
organization

 During PT too! You don’t need to be the best, but you need to do your best. To do that,
you must be present.

 You are capable. Don’t settle if you don’t think your ‘best’ is up to par with Army
standards or peers. If there are areas to improve, do your best to improve.

 Be present with your platoon showing them you are there to work and give your 100%.
Soldiers will see and emulate that effort.

 Do your best to care for your soldiers AND their families.

Day-to-Day Management
Platoon leaders are the managers of their assigned soldiers, responsible for the day-to-
day tasks the platoon must accomplish. Though they receive directives from higher
officers, leaders often enjoy flexibility in carrying out their orders. Lieutenant James
Small of the 2nd Infantry Division, for example, describes needing to react to
unexpected situations in the field without instructions. Platoon leaders must design a
plan for carrying out instructions, delegate tasks to platoon sergeants, squad leaders or
individuals, and follow up to ensure those tasks are completed. Tasks may vary from
securing the high ground on a battlefield to preparing for a parade, but the platoon
leader is always the director.

Training and Readiness

Platoon leaders must keep their soldiers are well-trained and ready to execute the
orders in drills or in combat. Often charged with determining what type of training their
platoons need and developing a curriculum to teach them, platoon leaders design drills
to simulate combat situations while holding soldiers accountable for their performance.
Captain Christopher Courtney, a commander in the 306th MI Battalion, advises platoon
leaders to conduct intensive training sessions to ensure soldiers can perform on
autopilot in real-world situations. Ensuring troop readiness also requires platoon leaders
to track the medical and psychological well-being of their soldiers.
Discipline and Morale
Keeping troops in high spirits but also well-disciplined can be a challenge, but it is also a
core duty of any platoon commander. Leaders must demonstrate competence and
fairness to keep their forces ready to follow orders in dangerous conditions. Good
platoon leaders must enforce Army standards for readiness and cleanliness consistently
and equitably to maintain discipline and respect and hold troops accountable. Captain
Courtney encourages platoon leaders to conduct rigorous inspections of soldiers and
their equipment, but also to reward squads and soldiers for good performance by
praising them publicly or giving them more desirable duties.

Battlefield Tactics
Platoon leaders often serve in front-line combat situations, so a critical duty is applying
tactical training to achieve mission objectives like securing high ground or evacuating
civilians. In combat, this means quickly identifying techniques to subdue the enemy and
safeguard soldiers' safety. This may involve ordering the troop to carry out specific
maneuvers under fire. In an ambush, for example, a platoon leader must issue orders
rapidly to find and eliminate enemy forces, call in for back-up and ensure medical
attention for any wounded soldiers.