“Is Michael Mann in the Army?!”

No, no I am not. But a close work peer of mine has served in the reserves for a number of years now. This guy, Josh Hennesy, is a phenomenal leader, manager, coworker, and person overall. I have been blessed with the opportunity to work with him, and to learn from him, over the past few years. Josh recently shared a few lessons that he’s learned from his time in the Army. His insights made me think of Tony Gambill’s quote: “Leadership is about getting it right, not being right”.

These lessons from Josh were too good not to share with a larger audience! With his permission, here they are for you:

Throughout my time in the U.S. Army Reserve, I’ve been fortunate to serve in a variety of roles that have challenged and shaped me. From the early days of learning doctrine in training to leading soldiers with years of experience, the lessons have come steadily—and often unexpectedly. These lessons have not only made me a better officer but have changed how I approach leadership in every area of life, including the civilian workplace.

Five principles that continue to guide me:

1. Appreciate Great Leaders, Learn from the Bad Ones –
The Army has a wide spectrum of leadership—some exceptional, others cautionary. The great leaders I’ve served under made me want to follow them, not because of their rank, but because of how they carried themselves: with purpose, humility, and clarity. Just as importantly, I’ve learned just as much if not more from poor leadership—those who led by fear, micromanagement, or ego. Bad leaders teach you what not to do. They show the cost of broken trust, unclear communication, or misplaced priorities. While I am so thankful for the great leaders I’ve been under, it’s actually the bad leaders I have learned the most from and ensured I do not replicate through my leadership.

Every leader you encounter offers a lesson—good or bad.

2. Don’t Just Do Something—Make Sure It Makes Sense –
One phrase I have heard time and time again is, “Because that’s how we’ve always done it.” I’ve seen entire teams waste energy on tasks that had no clear objective. Orders should be tied to outcomes, not tradition or habit. A strong leader asks, “Does this make sense?” and empowers their team to question and refine the mission. Efficiency and common sense are not the enemies of discipline—they’re its backbone.

3. Listen to the People Below You (Probably my most important lesson) –
Some of the best ideas I’ve heard have come from junior soldiers. The people on the ground—those actually executing the task—often have the clearest view of what works and what doesn’t. As officers or senior leaders, it’s our job to create a climate where those voices are heard. Listening isn’t a weakness. It’s the only way to truly lead with wisdom.

More specifically, I can say without hesitation that the Non-Commissioned Officers (NCOs) I’ve served with have shaped me more than anyone else in my development as a leader. Their blunt honesty, real-world experience, and constructive criticism have helped me refine both my judgment and approach. They’ve corrected me when I needed it, challenged me when I was getting comfortable, and offered perspective that only comes from years of hands-on leadership. Every great officer I’ve seen had one thing in common: they knew how to listen to and lean on their NCOs.

4. Work for Your Organization—and Let It Work for You –
It’s easy to see the military—or any large organization—as a machine that you serve until you burn out. But that’s only half the picture. Yes, we have a duty to serve the mission, to represent our unit with integrity and hustle. But great leaders also know how to leverage the organization for growth, learning, and career development. Be a servant to your mission, but be strategic about what your organization can offer you in return—training, mentorship, and opportunity.

5. Morale-Driven Leaders Outperform Command-Driven Leaders –
I’ve seen two kinds of leaders: those who bark orders, and those who build belief. The ones who focus on morale, connection, and buy-in always outperform those who rely on positional authority alone. Soldiers—and employees in any workplace—don’t thrive under constant pressure and fear. They thrive under purpose, pride, and the sense that their work matters. Leadership is less about command and more about connection.

Final Thoughts

Leadership isn’t about having the answers—it’s about creating a culture where the right answers can surface. The Army has taught me discipline, structure, and execution—but even more, it’s taught me that true leadership is rooted in humility, clarity, and trust. These lessons aren’t military-specific—they’re transferable. Whether I’m leading in uniform or in business, these are the values I carry forward.