It was already my habit, at the close of staff meetings and even chance encounters, to push my Marines by insisting they put me on the spot with one hard question before we finished our conversation. I wanted to know what bothered them at night. I wanted all hands to pitch in, with the value of good ideas outweighing rank. In the infantry, I had learned early to listen to the young guys on point. Lieutenant Colonel Clarke Lethin provided a classic example.
When I no longer worked for Admiral Moore for my ashore elements, I needed to adapt to a new Army commander with a different staff style. I should have paid more attention and gotten on the same wavelength as my higher headquarters if I wanted them to be my advocates.
What was the impact of that practice on your staff? On the dynamics? On you?
