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How to Master Situational Leadership

Yevgenia Nayberg

For Col. Halloran, more than two decades in the military have included many roles, and many shifts in function. Along the way, he has had to master situational leadership, adjusting his goals to become known as a leader who gets things done.

There is a saying repeated often in the U.S. Army: “Where you stand is where you sit.” It means, in essence, that your perspective depends on the position you occupy in an organization.

When 19th century general Braxton Bragg was serving simultaneously as a company commander and company quartermaster—the officer tasked with approving requisitions—he famously wrote a memo in his commander role requesting resources, then wrote a memo as quartermaster refusing that order. Bragg-as-commander appealed, was again refused by Bragg-as-quartermaster, and finally Bragg requested that the post commander intervene and settle the dispute.

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