During officer training school, we were once marched down to a wide, man-made waterway—about 30 feet across.
As always, our training officer gave us precise instructions. The challenge: in teams of six, we had to get everyone across without touching the water. Each team was given a random pile of “junk”—an old tire, a 10-foot 2×4, about 20 feet of rope, something that looked like a refrigerator door, and other miscellaneous items.
We quickly realized that this wasn’t about strength alone. Our group had people of all different abilities—some physically strong, some creative, some analytical people, some quiet observers. At first, the task seemed impossible. We weren’t allowed to simply build a raft and float across. Instead, we had to experiment, fail, adjust, and slowly piece together a workable solution. Step by step, we secured a structure and eventually got everyone across.
That exercise wasn’t just about getting over a waterway. It was about leadership, teamwork, and trust. The Air Force drills into its officers the idea that no one gets left behind. Leadership may come naturally to some, while others must work at it—but it is always trainable.
One of the most important lessons I learned was the value of succession and clarity in decision-making. The military keeps it simple: the highest-ranking officer makes the final call. But the smartest leaders also listen. They rely on the strengths of the people around them—whether that is a lower-ranking officer or an enlisted airman. Everyone brings something valuable to the table. Rank identifies authority, but not wisdom.
Before that training, I had extraordinarily little experience leading others. I tended to try to solve problems alone. That exercise forced me to rely on teammates, to listen, and to understand that leadership and followership go hand in hand. A good follower—whether officer or enlisted—is just as vital as a good leader.
Now, think about your own workplace. Have you ever been in a situation where leadership could have learned the same lesson? Have you ever felt unheard or undervalued, wishing your boss would pause long enough to consider an alternative that might work better?
