Why What You Do When You’re Not in Charge Matters Most

By Jackson Mann, MTI Intern

The most valuable leadership lesson I’ve learned through my ROTC training is the importance of taking care of others and leading by example. This lesson has been reinforced through hands-on field experience, as well as by closely observing the actions and habits of both peers and cadre.

In ROTC, cadets are evaluated during field training exercises—commonly referred to as “lanes”—on their ability to lead tactical missions that typically last two to three hours. Only those in formal leadership roles, such as Platoon Leader, Platoon Sergeant, or one of the four Squad Leaders, are graded. The remaining 30 to 40 cadets in the platoon are not. Despite this, the success of each mission depends not only on the designated leaders but also on the effort, discipline, and buy-in of every member of the team.

One common issue I’ve witnessed—and at times fallen into myself—is the tendency for cadets who aren’t being evaluated to disengage or put in less effort. The logic is simple: if you’re not being graded, the outcome doesn’t affect you. But this mindset doesn’t just hurt the lane score—it undermines trust, cohesion, and long-term team performance. When someone who previously coasted through others’ lanes suddenly steps into a leadership role, they often struggle to gain the trust and support of their peers. Their leadership may be technically sound, but without the respect earned from shared effort, they often lead alone.

In contrast, I’ve found that consistently showing up and supporting others—even when you’re not in charge—pays dividends. When your turn comes to lead, those same teammates will match your effort. They’ll back you up when mistakes happen, take ownership of their roles, and go the extra mile to help the team succeed. That’s when leadership becomes more than positional—it becomes relational.

A cadet a year ahead of me demonstrated this well. During the spring semester of 2025, she was one of the few juniors in our program to receive an “Excellent” rating on her evaluated lane. From what I observed, she wasn’t the most physically dominant or tactically aggressive cadet, nor did she plan to branch into a combat arms field. But what set her apart was her reputation. Over the course of the year, she consistently stepped up to help others—whether it was during lanes, in physical training, or by taking on administrative tasks that others avoided. She made herself useful, regardless of who was being evaluated. So, when it was her turn to lead, her peers gave her their best because she had already done the same for them. Her success came not from commanding others, but from having earned their trust.

I’ve also seen this principle modeled by cadre. One of our sergeants routinely volunteers his time to run shooting lanes for local National Guard soldiers—going out of his way to ask, “How can I help?” Because of his initiative and willingness to serve, the National Guard has responded by supporting our program with access to their armory, training equipment, and additional opportunities we wouldn’t otherwise have. His actions demonstrate that leadership isn’t limited to one’s job description—it’s about what you’re willing to give for the sake of others. His example has inspired cadets to do more than just follow his instructions; it’s made us want to contribute to his mission.

Leadership isn’t about dragging others toward a goal—it’s about showing up first, working hard for others when there’s nothing in it for you, and building relationships rooted in mutual respect. When the time comes and you need help, those same people will stand behind you—not out of obligation, but out of loyalty earned.