Commanders are often too good at giving orders, but those orders aren’t taken to heart or internalized by troops if they don’t know their CO. If there’s no relationship how can there be trust? How can this trust be fostered and grown within the confines of a professional military environment? Officers can build lasting relationships with enlisted personnel that boost mission success by focusing on trust, competence, and genuine connection. It’s less about grand gestures and more about consistent actions that show they’ve got the team’s back. Troops don’t care nearly as much about the odd free day as much as they do about knowing they can trust their Commander to take care of them. Here’s how they can make it stick.
First, show up and know your stuff. Enlisted respect competence—officers who master their role, understand the mission’s nuts and bolts, and can explain the “why” behind orders give troops confidence. If an officer can step in during a crunch—whether it’s troubleshooting gear or planning under fire—it proves they’re not just a voice from above. Study the job, learn from the seasoned NCOs, and don’t fake expertise; enlisted can smell that a mile away. Be a subject matter expert on all facets of the job that your troops can reasonably expect to experience.
Second, listen and value input. Enlisted often have years of hands-on experience—officers who tap that wisdom instead of steamrolling it build loyalty fast. Ask questions, take feedback seriously, and give credit where it’s due. It’s not about ceding control; it’s about showing the team’s voice matters. When troops see their ideas shape the plan, they’re more invested in pulling it off. And when you’re wrong, own that mistake. Take accountability. Commanders who can admit mistakes show that they’re not above learning. If you’re able to learn you’re able to grown, and that means growing to be a more competent and reliable Commander.
Third, lead through shared hardship. Get in the dirt with them—skip the officer perks sometimes, eat last, or pull the same long night. It’s not about pretending rank doesn’t exist; it’s about proving you’re in it together. When enlisted see an officer sweat alongside them, it’s harder to write them off as detached. Plus, it gives you credibility to push them hard when the mission demands it. When was the last time a Commander at an MP unit took a troop’s place, working their shift for them? When was the last time you saw a Civil Engineering Commander digging ditches or operating a back hoe?
Fourth, be fair and transparent. Enlisted watch how officers handle discipline, rewards, and tough calls. Stick to principles—don’t play favorites or dodge blame. If a decision sucks but can’t change, explain it straight: “Here’s why we’re doing this, here’s what I’m doing about it.” Hiding behind “orders are orders” kills trust; owning it builds respect.
Finally, care about them as people. Learn names, know their strengths, check in after rough days—not as a therapist, but as a leader who gives a damn. Small stuff—like remembering a troop’s kid is sick or noticing who’s been crushing it—goes far. It’s not soft; it’s smart. People fight harder for someone they’d take a bullet for.
These steps turn a group of grunts or guardians into a tight unit. When enlisted trust that their officer’s got their back—and has the skills to lead—they’ll run through walls to get the job done. Mission success stops being “likely” and starts being damn near certain.