(This article by former Lt. Cmdr. Kimberly M. Mitchell, USN, Ed.D, originally appeared in the October 2025 issue of Military Officer, a magazine available to all MOAA Premium and Life members, who can log in to access our digital version and archive. Basic members can save on a membership upgrade and access the magazine.)

In today’s rapidly evolving environment — whether on the battlefield or in the boardroom — the ability to build and sustain high-performing teams can be the decisive factor between success and failure. Senior military general officers and flag officers understand this well.

In a recent study I conducted, nine retired three- and four-star officers from the Army, Marine Corps, Navy, Air Force, and Coast Guard shared their insights and experiences, highlighting universal leadership lessons that extend well beyond the military and apply equally to the corporate, nonprofit, and government sectors. They identified the following practices, which go beyond strategy, for leadership success:

Establish a Unified Vision

Clarity is the foundation upon which high-performing teams are built. Senior military leaders consistently emphasize the need to remove ambiguity and ensure every team member understands their role and the broader mission.

A retired Coast Guard admiral said: “Leaders must strive for clarity and remove ambiguity — two goals that are not necessarily the same.” In high-pressure, fast-changing environments, team cohesion relies on a shared understanding of intent, direction, and purpose.

A Marine Corps lieutenant general added: “Leaders need to keep the main thing, the main thing.” Eliminating competing priorities and streamlining communication helps reduce confusion and increases focus on what matters most.

Providing clear expectations, setting performance benchmarks, and supplying the right tools are essential steps in reinforcing clarity. A retired Air Force lieutenant general also stressed the importance of “high-caliber feedback,” which not only identifies areas for improvement but also offers actionable guidance to elevate performance.

Build Trust and Cohesion

While strategic direction is essential, the human dimension of leadership remains central to team success. Strong interpersonal connections — rooted in trust, respect, and empathy — foster resilient teams.

Leaders who take time to understand their team members’ professional goals and personal backgrounds build loyalty and morale. Trust grows when people feel valued and heard.

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This trust is further strengthened by promoting psychological safety — the ability to speak openly, take risks, and admit mistakes without fear of reprisal.

“Leaders must find opportunities to let the team express their opinions and show them respect — even if they disagree,” said a retired Navy vice admiral.

This environment, where mutual respect and dialogue are encouraged, fosters creativity, enhances problem-solving, and builds cohesion.

Communicate, Communicate, Communicate 

Clarity and connection come to life through communication. Successful leaders use candid, consistent, and adaptive communication strategies.

Structured communication tools — like standardized reporting, regular briefings, and open forums — are essential. However, just as important is a leader’s willingness to listen, adjust their approach, and engage meaningfully with all levels of the team.

One retired Marine Corps lieutenant general described fostering “verbal sparring” with junior Marines.

“I wanted them to challenge my thinking — if they thought I was wrong, I wanted to know why,” he said.

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His goal was to create an atmosphere where all voices could be heard and where constructive debate sharpened decision-making.

He referred to this approach as “walking around the fighting hole” — taking time to gather multiple perspectives before taking action. This practice not only improves situational awareness but also builds mutual respect and confidence.

Empower the Team

Modern military challenges require adaptive, agile teams. That need has driven a shift away from rigid hierarchies and toward shared leadership models — where influence, decision-making, and responsibility are distributed across the team.

A retired Army lieutenant general emphasized that when team members are empowered to contribute and take ownership, performance improves and teams become more responsive to rapidly changing conditions.

“Shared decision-making in dynamic environments increases team performance,” he said.

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Shared leadership involves more than delegation. It’s about recognizing and using each member’s expertise, encouraging initiative, and fostering collaboration. It builds stronger, more committed teams capable of independent, critical thinking — traits that are vital in both military and civilian organizations.

Balance Accountability and Support

While inclusivity and trust are vital, accountability remains a cornerstone of operational effectiveness.

Research reinforces that leaders must maintain high standards while offering support and empathy. This requires balance. Leaders must clearly define roles and responsibilities, conduct regular evaluations, and provide structured feedback. At the same time, they must model the behaviors they expect from their teams: resilience, integrity, and professionalism.

By consistently demonstrating commitment and excellence, leaders inspire their teams to follow suit. The standard is not simply stated — it’s lived.

The leadership practices identified by the nine senior military general officers and flag officers are actionable, interdependent competencies that drive team excellence. As organizations across sectors face increasing uncertainty and complexity, these proven practices provide a path forward. Whether in military operations, corporate strategy, or public service, the ability to lead with purpose, precision, and humility will define the teams and leaders who succeed.

Former Lt. Cmdr. Kimberly M. Mitchell, USN, Ed.D., is a 1996 U.S. Naval Academy graduate and spent 17 years as a surface warfare officer. She recently completed her doctorate in education focusing on organizational leadership. Her 2025 study, Leadership Practices for High-Performing Teams: Insights From Senior Military General Officers and Flag Officers, captures leadership principles through the voices of nine senior military general officers and flag officers. In the last 13 years she has led nonprofit organizations and served as a senior advisor at the VA.