As members of an infantry platoon, we saw the world as an infantry platoon; people were enemy or ally, obstacles required breaching and might made right. We assumed that the world looked at us through the same lens. All of our officers were infantry. Sure, they had studied other topics in school and may have brought some unique experiences from outside the infantry, but the preponderance of their experience was infantry, and the same was true of our non-commissioned officers (NCO). We all spoke infantry, thought infantry, acted infantry. We were assessed using infantry standards and regarded others as NOT infantry. Our unit esprit de corps was rooted and dipped in infantry blue, and we were encouraged to keep it that way, “us against all others.” As I reflect on that time, I can see some of the benefits of that mentality: comradery, unity of effort, and singleness of vision. But years later, I also see lost opportunities, untouched potential, and contentment with the status quo. Our team had far more potential than we or our leaders ever imagined.

The Power of Visioning

In my mind, leadership is an old fool’s game. Not in the sense of poor decisions or reckless behavior, but in the sense of envisioning a world or future that does not align with today’s environment. More along the lines of a dreamer. But not just any dreamer; I speak of a dreamer with means, abilities and drive. Leadership, unlike management, begins with a vision, a vision of the potential that lies over the horizon. It is not restricted to the attainment of short-term gains. Its desire is set on a distant and unsure future—a future not clearly seen and possibly even ineffable at the inception. The way an artist looks at a blank canvas and sees a portrait, or a sculptor looks at a block of granite and sees a statue. Both unconcerned with the present condition and only seeing what could be, not what is.

I say an old fool because the vision is probably ridiculous, especially to the average onlooker. Invisible to the eyes of common sense, illogical to the current situation, and clouded in uncertainty. The old fool, artist, or leader only sees the future; however, vision alone is never enough. Actualizing the vision requires effort, assets, resources and, most importantly, focusing them with consistency and efficiency toward that future reality.

Sculpting Leaders

The artist starts with broad strokes, large brushes and base colors, creating a general outline, and then progresses to smaller strokes, smaller brushes and contrasting colors until the final portrait is revealed, unique to the world. The sculptor begins with powerful swings using large hammers and chisels, then progresses down to gentler swings with smaller hammers and chisels until, finally, a unique statue stands before them. Each tool is unique to itself and aligned to the task at hand, the artist’s knowledge, skills and abilities determining which tool is best suited. Throughout the process, they do not see a missed stroke or blow as a mistake but rather as an opportunity that directs them to an improved vision, are not fearful of a wasted opportunity but excited about a new path. I believe this is the same technique that great leaders follow. Only their tools are not brushes and paints, hammers and chisels, but people. I believe it is people who allow the leader to reach their vision and help the leader along the way by correcting, refining and realizing the full potential of that vision.

Leaders Look Forward

A vision begins as a single seed within the mind of a leader, but for that vision to grow, it must be sowed into the minds of others. The leader recruits others to that vision, plants the seed in their minds and nurtures it until they adopt the vision. The leader is required to gain the team’s trust so that they willingly and wholeheartedly offer their time and talent to the realization of what is currently only in the mind of the old fool. It is the leader who must appreciate the uniqueness of each person recruited to the vision. The leader must determine when, where and how to unleash those people, so that not only does each brush, color and chisel have the greatest chance for success individually, but collectively their efforts progress the team forward.

It is the leader who must appreciate the uniqueness of each person recruited to the vision. The leader must determine when, where and how to unleash those people, so that not only does each brush, color and chisel have the greatest chance for success individually, but collectively their efforts progress the team forward.

I believe herein resides our Reserve Components’ greatest strength and the most profound opportunity for its leaders. It is the immense individual diversity that lives, moves and grows in our ranks. It is our greatest strength and potentially our most significant liability. I admit that, as I survey our formation, I see not only great leaders but also imposters. Imposters because although they wear the rank or occupy a leadership position, they do not inspire, do not accept responsibility, or choose not to press toward a greater good. This is true not only in the military but for all leaders at large.

Earlier I described my infantry platoon as a group of like-minded people, being led by like-minded leaders and seeing opportunities and challenges through common lenses. This is not the case for the average reserve unit. It is not a collection of similar experiences, educations and thoughts. Instead, you have a college student studying engineering standing next to an apprentice pipefitter, next to a florist standing beside a bank teller talking to a police officer. They have all been through a similar army school, but, quite frankly, this is the only thing they have in common. And in leadership positions, you have engineers, small-business owners, banking and insurance executives, car salesmen and funeral directors. The diversity is staggering. Conservatives working with liberals, naturalists and industrialists set to a common task—the potential is infinite and the complications too many to number, but it is absolutely priceless. This is the environment that provides the citizen-soldier leaders their most incredible gift. They have a set of brushes and chisels that no other leader in the world has been given, and that collection of assets grows with each advancement in position.

The Value of Investment

Great leaders, whether military, corporate, non-profit or small-business, see the diversity and invest the time. They seek to understand each member for what they bring to the process. They know the value added by an engineering student who can think through and improve a process. Simultaneously they appreciate the florist who can build immediate rapport with a stranger and resolve a misunderstanding, or the policemen who can read body posture. The great leaders are not handicapped by the narrow thinking that comes when there is only one perspective encouraged. They appreciate, acknowledge and advocate diversity. Great leaders are inspired by the multitude of available brushes, colors and chisels. They allow and encourage each unique individual to apply their gifts to the process. On the other hand, the imposter has allowed fear, pride or ignorance to prevent them from exploring and harnessing the infinite potential presented by the abundance and gift of diversity.

The Gift of Diversity

There is an abundance of thought and dialogue surrounding diversity today. It is a conversation that needs attention, but I think we often lose sight of our greatest asset, our people, as we intentionally or unintentionally group them or associate them with a particular heritage, culture or other large demographic. Each of our teammates brings a completely unique set of gifts to the effort. Each brings a distinct perspective, and each brings an exclusive voice. The greatest strength of the Reserve Components is the greatest strength of humanity—individual diversity—and it is the true leaders who will learn to harness, harmonize and inspire it.