In this episode of Moments in Leadership, host David B. Armstrong spends time with retired Marine Colonel Stephen Davis, a veteran of the post-Vietnam War Marine Corps, the Reconnaissance Community, Joint Special Operations, and multiple combat tours up to the Regimental Command level, where they spend time discussing various topics related to hard-won lessons from the front lines combined with a realist take on what command, leadership, and management means. From Colonel Davis’ initial training operations and three courts martial in his first week of command, the conversation discusses the concept of having, understanding, and being humble enough to ask for assistance from those who have been there before, namely the Staff Non-Commissioned Officers who have the inherent experience in an organization. This oft-ridden military maxim is buttressed by examples of not being wholly subservient to these people either and Colonel Davis provides examples where ‘stellar’ Marines have cracked under pressure and changes have to be made to protect the troops.    Colonel Davis never expected to stay in the Marine Corps and some of the reasons he decided to make it a career early into it provide some examples of how leadership is often the primary determinant of wanting to belong, or conversely, to leave, an organization. Leaders make the culture. Colonel Davis subscribed to this notion enough that he made himself overly useful as an infantry officer in a Reconnaissance unit as its Supply Officer. This led to large dividends down the road in his command life and shows true leaders take opportunities, even if they appear bad, and make the best out of them.  The Reconnaissance Community instilled numerous values within Colonel Davis. Specifically, he learned how to lead overachievers, how sometimes metrics are not the best indicators of a ‘good’ unit or Marine, and the differences between Management and Leadership.  One of the more interesting lessons Colonel Davis provides is on the concept of the combat leader. Colonel Davis leans into the idea that leaders need to be where they need to be, but not always at the front. He is also a believer that the line between a bad decision and the Medal of Honor is razor-thin and medal chasers have no business in the combat arms field.  Colonel Davis provides discussion points on the focus of a leader (the Commanding Officer) vice a manager (the Executive Officer/Chief of Staff) and how they are both important to the overall success of an organization.  The episode goes into Colonel Davis’ time as the Regimental Combat Team 2 Commanding Officer and the successes (Manuever Warfare use of illusionary force structure in a Counterinsurgency environment to take ‘denied’ strongholds in two days) and the failures (Moral issue sins of commission and omission with the Haditha killings) and how these incidents led to him once again blossoming to help with similar issues within the Naval Special Warfare Community, specifically moral injury, boundless loyalty, and who does a person owe their allegiance to. Overall, the episode is an insightful discussion about leadership, moral convictions, and the ability to take the best out of situations.  Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Be sure to check out the sponsor of this show Fieldseats.com for virtual reviews of great firearms, optics and gear where at the end of the virtual review, they give theitem away to an attendee. Be sure to use CODE: “LETHALMINDS” for 10% off the registration to a virtual review and check out their Instagram, Twitter, and YouTube accounts @filed_seats  [Terms and Conditions apply] Relevant Resources & Other Me