“I want to claw my way up to brigade staff!” No little kid ever grew up wanting to be the best at briefing slides, brewing coffee, or writing operations orders. There’s a reason war movies don’t portray the struggles of warriors whose meritorious planning performance led to the creation of the perfect brief. Slideology 101 isn’t a required course at West Point.
Time spent on staff, where officers spend the majority of their career, is thankless, laborious work that is too often viewed as a block check between command positions. Much of the Army’s educational emphasis is on success as the man in front of the formation, but the officer’s plight is that he will spend much more time rowing the ship than steering it.
U.S. Soldiers of the 1st Armored Brigade Combat Team, 3rd Infantry Division provide information to the ground units from the tactical operation center while a Latvian soldier, right, observes during exercise Combined Resolve IV at the U.S. Army’s Joint Multinational Readiness Center in Hohenfels, Germany, May 17, 2015. U.S. Army photo by Private First Class Courtney Hubbard.
did that for me. So did Bill Bryson’s 
. And when I read Malcolm Gladwell’s 
in 2007, I recall connecting so many new insights that I didn’t have enough book margin to capture them all. The relevancy for the military profession spilled off of the pages and sparked an intellectual curiosity that has lasted for years.
and 
being the most useful. So I decided to embark on a personal quest to publish something that references neuroscience to improve military leader performance. What resulted was my first published article and a 
I’ll concede that I often forget how important history is to personal and professional development. Sometimes I focus too much of my reading on topics that break new ground or dive into lofty concepts. I’m interested in history, but I get pulled away from it. History, however, is the never-ending repository of real-life lessons that we should repeatedly visit.