Leadership is often misunderstood as a function of authority, rank, or intellect. In reality, it is far more human. A true leader is not necessarily the strongest, the smartest, or the most experienced individual in a group. A leader is someone who sustains hope, builds trust, and aligns people toward a common purpose—especially in the face of adversity. Leadership is the primary lever of change because it shapes not only outcomes, but the people responsible for achieving them.
My understanding of leadership was not developed in theory, but through experience across different levels of the Marine Corps. While serving in an infantry battalion, leadership was rooted in structure and discipline. Orders were received and passed down, and the infantry prides itself on an immediate and willing obedience to those orders. That system works. It must work—because success depends on the ability to fight as one, to locate, close with, and destroy the enemy by fire and maneuver and or close combat. In that environment, leadership often resembles management: clear direction, strict hierarchy, and disciplined execution.
Two years later, I found myself in a Scout Sniper platoon, and my understanding of leadership began to change. Operating in small teams of two to four men, there was no room for superficial authority. You could not rely on rank alone. Leadership, competence, and trust became inseparable. If you did not demonstrate maturity, sound judgment, and technical proficiency, you simply would not be allowed to leave the wire. Commanders had to accept significant risk when deploying small teams, and that trust was earned—not assigned.
It was in that environment that I came to believe hierarchy is not just a product of rank, but a reflection of one’s ability to consistently exemplify leadership. People naturally gravitate toward those who are competent, decisive, and who lead by example. They trust them. They find comfort in them, especially in uncertain or high-risk situations. I never actively sought leadership positions—I preferred to operate as the “grey man,” blending into the team. Yet, more often than not, leadership responsibilities found me, particularly in moments of chaos when clarity and direction were needed most.
My time in the infantry taught me how to manage—how to move people, execute orders, and operate within a system. My time in a Scout Sniper platoon taught me mastery of craft and, more importantly, what it means to lead peers who are equally trained, equally capable, and equally accountable. Leadership at that level required humility, credibility, and the ability to influence rather than direct.
Later, as a Critical Skills Operator—a Marine Raider within Marine Special Operations Command—I served in roles ranging from Element Leader to Operations Chief to Team Chief, eventually retiring as a senior enlisted leader in the training and education branch. Operating at that level, alongside highly capable Marines and joint service partners, demanded more than competence. The one trait that consistently defined my effectiveness as a leader was empathy.
Empathy is often overlooked in high-performance environments, but it is foundational to leadership. It means genuinely caring about those above and below you—not just professionally, but personally. It means understanding each individual’s strengths and weaknesses, recognizing what drives them, and investing in their growth. Leadership is not about elevating oneself; it is about elevating others. Sharing lessons learned, developing those around you, and making the team better as a whole became central to how I led.
As a Team Chief, I found that personal investment created cohesion. When people feel valued—whether they are operators or support personnel—they perform at a higher level because they understand they matter. They are not just filling a role; they are contributing to something larger than themselves. That sense of belonging strengthens trust, and trust is the foundation of any effective team.
Morale, especially during deployments, was one of the most consistent challenges. In those moments, leadership meant sustaining hope. It meant reinforcing the idea that even small tasks have purpose—that initiative leads to opportunity, and opportunity leads to mission success. Managing expectations was necessary, but leadership went further: it provided perspective, direction, and belief when those were in short supply.
This distinction highlights a critical difference between managers and leaders. Managers are necessary—they ensure tasks are completed, standards are met, and systems function efficiently. They focus on what needs to be done and how to do it. Leadership, however, is centered on people. A leader focuses on who is doing the work and why it matters. Where managers rely on authority to drive compliance, leaders rely on influence to inspire commitment.
A manager may assign tasks without fully considering individual strengths. A leader intentionally aligns responsibilities with those strengths, developing people in the process. A manager maintains order; a leader builds capability. A manager ensures execution; a leader creates ownership, initiative, and growth. Both roles are important, but only leadership creates lasting impact.
At its core, leadership is about influence and accountability. A leader brings together individuals from different backgrounds, perspectives, and personalities, and transforms those differences into strength. They create an environment built on respect, trust, and psychological safety—where individuals feel empowered to contribute and grow. They take responsibility not only for success, but for failure, standing alongside their people rather than above them.
In organizations like the military, where allegiance to a mission, a unit, and a nation runs deep, leadership carries even greater weight. A leader reinforces what that allegiance represents—duty, honor, and commitment to something greater than oneself—while never losing sight of the individuals who carry that burden.
Ultimately, leadership is the primary lever of change because it directly shapes people, and people drive results. Systems, strategies, and resources are only as effective as the individuals executing them. A leader has the ability to elevate a team beyond its perceived limits, to turn adversity into opportunity, and to create a lasting impact that extends far beyond a single mission.
Leadership is not defined by rank or authority, but by the ability to inspire, develop, and unify others. Managers ensure that tasks are completed. Leaders ensure that people grow. And in that growth lies the true power of leadership both on and off the battlefield.