Leadership

This is my first weekend home from the exercise in Indiana with the Army. By all accounts, it was a successful training exercise for the soldiers who were able to practice their technical skills and for the Command and Control Headquarters elements to work out their processes. My role was to function right in the gap between fantasy and reality or as we refer to it, between the White cell and the BlueFor. The white cell is where the exercise is controlled. This is where the documents are created, the themes are established, and where plans are created based on player actions (BlueFor). My role is particularly unique as I interface with the BlueFor, gather information from the actual units in the field and report it up into the White cell for confirmation or what is referred to as the “ground truth”.

I’ve got to pay attention to everything that is going on so our team can provide the right information to the BlueFor to drive the exercise in a particular direction. The White Cell that I worked in is under the direction of a retired One Star General who runs in tight formation. During a briefing to the active duty Two-Star General, he provided information that was contradicted by a different white cell whereby making it appear that we were in the wrong. At our shift change, he lit us up like a Christmas tree about how we were not providing the BlueFor the correct direction in the field. It has been a long while since I’ve been in that type of situation. At the conclusion of the shift change, we provided his staff with the “proof” that we had been following the “script” all along and that the other White cell was wrong in their assessment. At the next shift change, he displayed something that is very rare among leaders; he apologized for calling us out. I was shocked to see genuine leadership by someone who I imagine is rarely mistaken. He could have swept it under the rug or simply chalked it up to the rage of war but he didn’t. He stood tall and admitted his error.

“Here is a trustworthy saying: whoever aspires to be an overseer desires a noble task.” 1 Timothy 3:1

It takes a lot of courage to step into a leadership role. The whole debate about “are leaders born or are they created” fails to recognize the courage component. If someone steps into a leadership position without a little fear, they are stepping on thin ice. I’ve said before that leading is a privilege and an honor that we should not take lightly. People are putting their faith in that person and in some professions, their lives. Leading is more than telling others what to do or having a rank/title. Leaders are accepting the faith that others are placing in them. It is a noble task. Timothy is describing those who wish to lead the church and is reminding them that it isn’t about the power and prestige that comes with it but the honor and responsibility that does. Jesus knew His role as the leader of the disciples. He knew what God was asking of Him and gladly accepted His fate. He charged us all to be “fishers of men” by teaching us how to live better lives, be examples for others to follow but most importantly, to rely on God for the wisdom and strength to carry out our daily lives. Leadership is a noble task and it is not to be taken lightly. People are putting faith in you. Rely on God for your wisdom and strength and you will always have their faith.

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