Hi Erin,

I have made no secret of the fact that I too am a former military person. I spent nearly 10 years in the USMC as an enlisted man, working my way from Private to Gunnery Sergeant. Throughout my tour I had the opportunity to be in many positions of leadership, but it was not until I left the Corps and became a manager in civilian life that I truly understood what it meant to be a leader.

There is no question that the military has a very strong leadership model that is an integral part of achieving success in their missions. That being said, the military leader is also supported by a strict hierarchical structure backed by a very rigid legal standard, the Uniform Code of Military Justice. I know for a fact that there are many “leaders” in the military environment who would find it very difficult to lead in environments where following a leader’s wishes is voluntary.

When I first left the Marines I would have been the first to tell you what a pleasure it would be for you if I were to be your manager. I was without doubt the best that ever was. And in a military environment I believe to this day that I most likely was one of the best. In the non-military environment, however, there is no place for such arrogance.

It took me several years to unlearn much of what I thought was good leadership in order for me to have a successful career in management. I am very proud that I served our Country and I am very grateful for the things that I learned while a Marine, all that being said, there is much more to being a leader than what is generally learned in any one environment. It takes a breadth of experience, an open mind, and an open heart to be a truly effective leader.

Anyone can be a leader. Some of the most effective leaders I have known had no title and no authority, and yet their influence and guidance was gratefully accepted by their followers.

I have learned many things during my career as an executive and one of those is that it is vital to accept and respect the contributions and experiences of others. We can not nor should we all be military leaders. We can not nor should we all be C-level executives. But we can and should be leaders within the domain of our individual abilities.

I will get off my soapbox now and go clean the break area, my little contribution to the team.

Gordon