hat actually meant. As for being what a leader must be, knowing what a leader must know, and doing what a leader must do, I was simply oblivious. I was "in charge" of my area of operations, although my subordinates actually planned, implemented, and executed the initiatives that ultimately defined our success.
             In accordance with Army Regulation 623-105, The Officer Evaluation Reporting System, all officers must receive an initial counseling within thirty days of arriving to a unit, as well as receive quarterly counseling on the Officer Evaluation Report Support Form. In addition, junior officers must receive additional counseling annotated on the Junior Officer Developmental Support Form ("Officer Evaluation," 1998).
             During the first eighteen months of my Army career, I never received counseling or direction as to where my career was going or could go. I never received any guidance as to the type of jobs that I should seek out to become competitive with those equal in rank for promotion and future military success. I was not sure if I was moving on the right azimuth or if I was wandering aimlessly in an imaginary abyss. Unfortunately, not one of my senior leaders took the opportunity to pull me under his or her wing to assist me in my professional development. I did not have a sense of purpose, direction, or motivation, yet I was expected to be the leader of seasoned Soldiers, some with over twenty years of service.
             As I began to network with the Lieutenants and Captains in other units, I began to notice the trend. The mandatory, face to face counseling was not occurring but was being "pencil whipped," just in time for the completion of the evaluation report, which turned out to be a "cookie cutter," subjective version of your supervisor's assessment of your abilities and organizational accomplishments during a particular period. Upon my reassignment as the manager of over 1,300 off...