Top 5 IT Leadership Principles from a Former Tank Commander

As a former Tank Commander of an M1 Abrams Main Battle Tank in the 3rd Squadron, 11th Armored Cavalry Regiment (BLACKHORSE!), I learned valuable lessons on leadership that have seamlessly translated into my career in IT. Commanding a tank is about more than just understanding complex machinery or battlefield tactics; it’s about leading people, making decisions under pressure, and ensuring mission success. These experiences have shaped my approach to IT leadership in five fundamental ways.

Mission Clarity and Communication

In tank command, a mission’s success depends on clear orders and a shared understanding among the crew. Miscommunication can mean life or death. Every crew member, from the driver to the loader, must understand their responsibilities. I ensured this by holding briefings, checking for understanding, and maintaining an open channel for questions.

In IT, this translates to setting clear goals, maintaining transparent communication, and ensuring that every team member understands how their work contributes to the organization's success. Regular status meetings, feedback loops, and clear documentation help replicate this clarity.

Further IT leaders need to craft their communications with the perspective of their audience in mind.  The goal is not to state rhetoric for rhetoric’s sake, but to have your desired communications land as intended to achieve understanding and clarity of message.

Trust and Delegation

A Tank Commander can’t manage every aspect of the tank’s operation at once. Trusting the gunner’s aim, the loader’s speed, and the driver’s skill is essential. Any hesitation or micromanagement can jeopardize the mission. I learned to trust my crew after rigorous training and by giving them the space to perform.

Similarly, in IT leadership, it is crucial to build trust within your team, delegate responsibilities appropriately, and empower team members to take ownership of their tasks. Micromanagement kills creativity and efficiency. Instead, I focus on empowering team members to lead within their areas of expertise.

Trust is also a 2-way street.  You need to trust your team, but they need to trust you, and that may be even more important.  They need to know that you have their best interest at heart.  Help them succeed not only in their careers but personally and they will give you more than you would believe.

Adaptability Under Pressure

Battle conditions change rapidly and waiting too long to make a decision can have catastrophic consequences. I experienced this firsthand in combat scenarios where we had to make split-second decisions to adapt to enemy maneuvers, terrain, or changing objectives.

In IT, technology landscapes and project requirements can shift unexpectedly. Whether it’s a critical server failure or a sudden change in client requirements, being able to remain calm, assess the situation, and quickly pivot when necessary is a critical skill. I encourage my teams to adopt a problem-solving mindset rather than a blame-focused one.

It is critical that you set the example with your team for if you blame lack of budget, desire, or understanding on the business they will mimic you for their career

Continuous Training and Readiness

Tank crews constantly train to maintain readiness and ensure their skills are sharp. I remember spending countless hours in simulators, conducting live-fire exercises, and drilling with my crew to ensure we could perform as a cohesive unit under any condition.

This principle is vital in IT, where technology evolves rapidly. Continuous learning, upskilling, and keeping the team updated with the latest technologies and best practices are essential to staying competitive and prepared for challenges. I actively support certifications, hands-on training, and knowledge-sharing sessions.

Encourage constructive examination of the status quo.  Technology moves so fast that new and more efficient ways to solve challenges present themselves more often and fast than before.  Don’t be that guy that falls back on the excuse, “That is how we have always done it”.

Accountability and Ownership

In the military, leaders are responsible for the welfare of their team and the success of their missions. If something went wrong, I was the first to answer for it, but I also ensured my team was recognized for their successes. This sense of ownership is a principle I have carried into IT leadership.

I hold myself and my team accountable for our results, creating a culture where successes are celebrated and failures are used as learning opportunities. This approach builds trust and encourages initiative within the team.  Own your mistakes and the team will own theirs and learn from them.

Conclusion

Leadership is leadership, whether commanding a tank or leading an IT team. The principles of clear communication, trust, adaptability, continuous training, and accountability are universal. By applying these lessons, I have built strong & resilient teams capable of tackling any challenge.

Now move out and draw fire - Blackhorse!